Non-Oil GDP Share: 70.5% ▲ +9.5pp vs 2017 | QS Ranking — SQU: #334 ▲ ↑28 places | Fiscal Balance: +2.8% GDP ▲ 3rd surplus year | CPI Rank: 50th ▲ +20 places | Global Innovation Index: 69th ▲ +10 vs 2022 | Green H₂ Pipeline: $30B+ ▲ 2 new deals 2025 | Gross Public Debt: ~35% GDP ▲ ↓ from 44% | Digitalised Procedures: 2,680 ▲ of 2,869 target | Non-Oil GDP Share: 70.5% ▲ +9.5pp vs 2017 | QS Ranking — SQU: #334 ▲ ↑28 places | Fiscal Balance: +2.8% GDP ▲ 3rd surplus year | CPI Rank: 50th ▲ +20 places | Global Innovation Index: 69th ▲ +10 vs 2022 | Green H₂ Pipeline: $30B+ ▲ 2 new deals 2025 | Gross Public Debt: ~35% GDP ▲ ↓ from 44% | Digitalised Procedures: 2,680 ▲ of 2,869 target |
Encyclopedia

Oman Tanfeedh Launch (2016)

Overview of the Tanfeedh implementation programme launched in 2016 to accelerate economic diversification through national laboratory methodology.

Overview

The Tanfeedh programme, launched in 2016, introduced a national laboratory methodology to accelerate the implementation of economic diversification initiatives. Inspired by Malaysia’s PEMANDU approach, Tanfeedh brought together government officials, private-sector leaders, and international experts in intensive workshops to identify high-impact projects, remove implementation bottlenecks, and establish clear accountability frameworks. The programme targeted five priority sectors: manufacturing, tourism, transport and logistics, mining, and fisheries.

Key Points

The laboratory sessions produced detailed implementation plans for each priority sector, including specific projects with timelines, responsible parties, and key performance indicators. A delivery unit within the government monitored progress and escalated issues requiring ministerial intervention. Public-private dialogue during the laboratories identified regulatory barriers and market failures that hindered private investment. The methodology emphasised speed of execution and practical problem-solving over theoretical planning.

Current Status

Tanfeedh catalysed several significant investments including new tourism projects, logistics infrastructure, and mining operations. The delivery unit approach improved government accountability and coordination across ministries. Several key performance indicators were met or exceeded, while others revealed the complexity of structural economic transformation. The programme’s emphasis on implementation and accountability influenced the governance design of Vision 2040’s execution framework.

Vision 2040 Context

Tanfeedh demonstrated that national development requires not only sound strategy but also relentless focus on execution. The lessons learned from the programme inform Vision 2040’s implementation architecture, which combines strategic direction with granular delivery tracking. The culture of accountability and results-orientation fostered by Tanfeedh continues to shape Oman’s approach to economic transformation.