jordan pulse -

By Prof Khaled Wasef Al-Wazni
Professor of Economics and Public Policy
Mohammed Bin Rashid School of Government
Jordan’s achievements on football pitch over recent years represent more than striking appearances or passing sporting success. They reflect what effective planning and proper development of human capital can produce. Jordanian talent has shown high technical skill, discipline, teamwork and tactical awareness. Core lesson clear: most sustainable and efficient investment lies in people, provided training, planning and execution done right.
Human potential within Jordan capable of becoming real productive force once suitable environment available. What world witnessed in stadiums not different from what country can achieve across labour market sectors if serious reflection undertaken on how youth prepared and empowered. Two groups central here: current generation facing unemployment, waiting or working in fields unrelated to qualifications; and future generation still in education system.
Footballer who excelled did not emerge by chance. Outcome product of integrated system: training, qualification, work culture, discipline, confidence building, creative thinking and initiative. Same matrix of elements modern labour market seeks across all sectors. Academic degrees alone no longer sufficient. Skills, adaptability, continuous learning, initiative, entrepreneurship and creativity now real capital.
Jordan experience over past three years—from Asian Cup, to World Cup qualification, to Arab Cup—confirms economies investing in people and skills achieve sustainable results, build progress models and icons. In this context, Jordan today capable of offering global market skills required for Fifth Industrial Revolution, built on big data, critical thinking, advanced skills, teamwork, innovation, entrepreneurship and creativity.
First priority lies in qualifying existing workforce—generation of waiting and structural unemployment—through rapid-intervention plans focused on reskilling and capability transformation. Leaving this generation exposed to external pull, underemployment or replacement by low-skill labour risky, especially as automation and artificial intelligence replace many roles. Rapid-response plans must start now, aligned with future labour-market needs and global job forecasts. Jordanian youth possess cognitive and cultural foundations enabling faster-than-expected transformation and skill acquisition.
Second priority requires real breakthrough in education: from those delivering education, to curricula and systems, to physical and technological infrastructure. Global economy shifting fast. Labour market no longer driven by certificates, but by three core skills: digital proficiency, foreign languages, and communication—especially critical thinking, teamwork, problem solving and interaction with humans, machines and intelligent platforms.
Jordan football experience demonstrates value of skill-based education, discipline and early talent identification. It highlights need for comprehensive national framework built on rapid youth-qualification programmes—not only for local, regional and global labour markets, but to shape future national leadership grounded in critical thinking, advanced culture and sound governance.
Delay carries high cost. Acceleration delivers national gain. Strategic investment in youth can position Jordan as global reservoir of intellectual, cultural and technical talent. Just as national team raised flag high in sporting arenas, systematic human-capital investment can elevate Jordan position across all sectors, converting challenges into real opportunities for national economy and Jordanian people.