As the large-scale transformation initiatives in the Gulf Cooperation Council (GCC) countries come to fruition, they require newly skilled and expanded workforces and many new leaders. We estimate that economic diversification, advanced technologies, and the shift to knowledge-based work will create the need for an additional 700,000 top and middle managers in the region by 2030, which is 30 percent more than were required in 2024.
GCC governments have prioritized human capital development, principally through education reforms and workforce localization. These efforts have increased workforce participation of GCC nationals and women significantly. However, they are insufficient to equip young professionals with all the practical capabilities and soft skills necessary to meet the coming workforce requirements.
Mentorship programs, which draw upon the Arab world’s historical legacy of apprenticeship, can bridge that gap. When systematically structured and executed, mentoring fosters the functional and industry knowledge of emerging leaders, hones their acumen and soft skills, and prepares them for the technological advances shaping the future of work.
Findings drawn from Project1932, a Saudi-based initiative cultivating emerging leaders by connecting them with experienced mentors, indicate that the design of successful mentorship programs entails five elements and three enablers. The elements are shared purpose, synergistic matchmaking, a structured and relevant curriculum, mentoring for mentors, and community power. Successful programs are enabled by strong leadership, robust monitoring and evaluation systems, and coherent financial sustainability strategy. Further, surveys and interviews of Project1932 participants have revealed five insights for fostering mentoring success. Successful programs challenge mentees to leave their comfort zones, train mentors in active listening so they can provide tailored guidance, build strong mentor–mentee relationships, encourage calculated risk taking, and empower mentees to question the status quo.
Project1932 demonstrates that systematic mentorship programs conducted at scale can bridge the GCC’s gap between leadership demand and supply.
Mentorship programs can complement and supplement formal education to bridge the looming gap between leadership supply and demand in the GCC countries. By fostering tailored knowledge, leadership acumen, and a growth mindset, these programs can ensure that the next generation of top and middle managers is prepared to undertake transformational challenges, shape organizational and national visions and strategies, and inspire others in the quest for a sustainable and prosperous future in the GCC. Investing in mentorship programs today is investing in the architects of tomorrow’s success.
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