Before the Arabian Gulf drilled for oil, it dived for pearls. In Bahrain, pearls accounted for three-quarters of exports in 1877. Then cultured pearls, economic depression and collapsing demand helped dismantle an industry that had sustained us for generations. The oysters had not disappeared; the economics had changed.
That distinction should trouble every economy enjoying today’s prosperity. A resource can remain abundant while its ability to sustain livelihoods weakens.
Oil and gas subsequently transformed the Gulf, financing infrastructure, education and connections to global markets. Now data, artificial intelligence and digital commerce are beginning to reshape how the region creates value. Could they define our next century?
Oman’s National Digital Economy Programme (NDEP) offers an encouraging answer. Championed by the Ministry of Transport, Communications and Information Technology (MoTCIT), led by Eng Said bin Hamoud al Maawali, Minister of Transport, Communications and Information Technology (MoTCIT), it provides a framework for turning technological change into national opportunity.
At the launch of Phase II on October 22, 2026, the government announced that the digital economy accounted for 9 per cent of GDP, based on a survey conducted by the National Centre for Statistics and Information, in cooperation with MoTCIT. This is a significant milestone. It also invites a more demanding question: How much more productive, competitive and resilient can the wider economy become through digital technology?
The evidence reaches beyond a headline percentage. In his address, Dr Ali bin Amer al Shaithani, Under-Secretary of the Ministry of Transport, Communications and Information Technology for Communications and Information Technology, reported that Omanisation in technology occupations increased from 50 per cent in 2022 to 72 per cent in 2026. More than 5,000 new technology jobs were created for Omanis over five years. E-commerce reached RO 288 million in 2025, compared with RO 221 million in 2023: growth of approximately 30 per cent.
These figures suggest that digital transformation is reaching workers and businesses. The next challenge is to deepen that participation: help a graduate build an exportable product, a retailer reach overseas customers, and a manufacturer reduce waste.
Phase II, covering 2026-2030, shifts the programme’s emphasis towards digitalising economic sectors. Later phases focus on homegrown digital industries and exports. This sequence matters. Buying technology improves access; developing and selling valuable products builds enduring economic capability.
Its strongest promise may be the way it brings government together.
MoTCIT leads programmes including AI and digital industry; the Ministry of Commerce, Industry and Investment Promotion leads digital commerce; the Central Bank of Oman and Financial Services Authority lead financial technology; and the Telecommunications Regulatory Authority and the Authority for Public Services Regulation lead digital infrastructure.
The wider ecosystem makes those connections tangible. MoTCIT and OPAZ have jointly advanced the AI Zone project. The CBO and FSA cooperate on a fintech regulatory sandbox. As computing expands, coordination with the Authority for Public Services Regulation becomes essential to align digital ambitions with reliable utilities and resource efficiency.
This gives practical meaning to 'One Team'. A startup’s journey can involve incorporation, connectivity, data access, regulatory testing, finance and procurement.
Each institution may perform its role well, yet the entrepreneur still struggles if the handovers fail. Shared responsibility should therefore include shared delivery times and accountability for the complete journey.
The analogy with oil also deserves care. Data acquires value through quality, lawful access, trust, skills and useful products. Hosting servers can generate business, but greater benefits emerge when Omani companies use computing to solve problems, retain intellectual property and win customers. Universities, investors and established businesses belong in this team too.
The next scorecard should track digital exports, productivity gains, Omani earnings and startups progressing from pilots to paying customers.
Government procurement can help create those first customers. Clear rules and responsible data sharing can help successful products scale across borders.
Pearling crews understood interdependence: The diver depended on the hauler, captain, boatbuilder and merchant. Our tools have changed; that principle remains.
Nine per cent gives Oman a milestone to build upon. One Team gives it a way forward. Will we use today’s resource wealth to prepare people to create tomorrow’s value?
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