Raad Mahmoud Al-Tal

The second phase of Jordan’s Economic Modernization Vision (2026–2029) is starting at a critical time. Royal oversight continues to play a central role in making sure the government follows through on its priorities. The King closely watches progress, emphasizes sticking to timelines, links funding to real results, and ensures citizens are informed. This supervision is not just administrative—it is strategic, to turn the vision from a plan on paper into real impact on the economy and people’s lives.

With the first phase (2023–2025) coming to an end, the government has now started sectoral working sessions at the Prime Ministry. These meetings are designed to prepare the new executive program for the second phase, ensuring priorities are clear, realistic, and developed with the private sector.

The main difference between the two phases is the focus. The first phase built the foundations: legal reforms, simpler procedures, and initial infrastructure and energy projects. The second phase is about real impact: higher growth, productive jobs, sectors that create more value, and better services for citizens. The government’s economic team must focus on measurable results, not just plans.

The sectoral working sessions are very important. They break the vision into specific programs for each sector, including industry, agriculture, technology, logistics, energy, and tourism. The goal is not a wish list, but clear plans with timelines and measurable targets, linking funding directly to results. The success of these sessions will decide if the vision becomes a real program or stays just a general framework.

These sessions also take place in a complex regional and international environment. Trade tensions between the U.S. and China and changing global supply chains offer Jordan a chance to become a hub for production and trade—if it has efficient logistics and customs systems. Energy price volatility also requires faster investment in renewable energy and green hydrogen, reducing costs and increasing competitiveness.

Financially, global slowdown and rising debt in other countries mean less foreign funding. Jordan must use smart financing tools like investment partnerships and green bonds. Linking these financial tools to the sectoral sessions will help fund projects without increasing debt.

Regional opportunities are also important. Reconstruction in Syria, for example, could create large markets for Jordanian construction, logistics, and healthcare services. The sectoral sessions must plan how Jordan can benefit and become a regional hub.

The digital economy is another key area. With AI and knowledge-based industries growing worldwide, Jordan cannot fall behind. The sessions should focus on improving digital infrastructure, investing in technical education, and partnering with global tech companies. This will allow Jordan’s tech sector to expand from local services to exporting digital solutions.

Improving public services is also critical. Economic growth is only meaningful if citizens see improvements in healthcare, education, and fairness. The sectoral sessions should include these services as an economic priority, because they reduce hidden costs and support productivity.

The second phase of the vision is not just a continuation of the first; it is a test of Jordan’s ability to turn plans into real results. Its success depends on the seriousness of the sectoral working sessions, the government’s ability to implement them, and adapting to regional and international changes. Combined with ongoing royal oversight, the vision can become a living plan that transforms challenges into opportunities for growth and development.

Raad Mahmoud Al-Tal is head of the Economics Department - University of Jordan