Why Talent, Leadership and Institutional Capability Are the Accelerators of Destination Success
Executive Snapshot
The Gulf Cooperation Council (GCC) is rapidly transforming into a global tourism hub, with ambitious strategies like Saudi Arabia’s Vision 2030 and the UAE’s Tourism Strategy 2031 aiming to attract 150 million and 40 million visitors annually by 2030, respectively. While infrastructure and cultural assets are critical, human capital, encompassing talent development, leadership, and institutional capability, is the linchpin for sustainable tourism growth. This article examines how investing in people drives destination success, drawing on data from the World Travel & Tourism Council (WTTC), the United Nations (UN) Tourism, and regional strategies. By prioritising workforce training, fostering adaptive leadership, and strengthening institutional frameworks, GCC nations can unlock economic potential, enhance visitor experiences, and achieve long-term competitiveness.
Introduction
The GCC’s tourism sector is a cornerstone of economic diversification, contributing $460 billion to regional GDP in 2023, with projections reaching $507 billion by 2024, according to the World Travel & Tourism Council. Saudi Arabia and the UAE are at the forefront, targeting 150 million and 40 million visitors by 2030, respectively, supported by transformative mega-projects such as NEOM and cultural icons like the Louvre Abu Dhabi, as highlighted by the Saudi Tourism Authority and the Department of Culture and Tourism, Abu Dhabi. Yet, the success of these ambitions hinges not only on physical infrastructure but on human capital, the talent, leadership, and institutional frameworks that deliver exceptional visitor experiences. This article examines three pillars of human capital that accelerate tourism success: workforce development, leadership agility, and institutional capability.
Workforce Development: Building a Skilled Tourism Ecosystem
Tourism is inherently labour-intensive, requiring a workforce proficient in hospitality, cultural interpretation, and digital innovation. In 2023, the World Travel & Tourism Council reported that the GCC’s tourism industry supported 7.75 million jobs. Saudi Arabia alone aims for 1.6 million tourism jobs by 2030, and the UAE expects to reach 872,000 jobs by the same year, with a strong emphasis on Emiratisation to empower local talent, according to the Saudi Tourism Authority and the Seed Group.
“We aim to equip 100,000 young Saudis annually with the skills to tell our cultural story to the world.”
— Saudi Tourism Authority, on the Human Capability Development Program
Key Strategies for Workforce Development
Tailored training programs are a central pillar of both countries’ approaches. The Dubai College of Tourism, under the Department of Economy and Tourism (DET), offers specialised courses in hospitality and sustainable tourism that align with the UAE Tourism Strategy 2031. Meanwhile, Saudi Arabia’s Human Capability Development Program, part of Vision 2030, trains 100,000 young Saudis annually in tourism-related skills, particularly in cultural storytelling and guest services, as noted by the Saudi Tourism Authority.
Digital upskilling is also vital. The Department of Culture and Tourism – Abu Dhabi has partnered with leading global tech firms to train tourism workers in smart tourism tools like personalised visitor apps, enhancing both the visitor experience and operational efficiency.
A focus on inclusivity and local engagement is evident in Saudi Arabia’s policy requiring tour guides to be local citizens, ensuring authentic cultural narratives, as reported by Travel Daily News in 2025. This policy enhances visitor experiences while fostering community pride and economic inclusion.
“Tourism is a people-first industry. Empowering local talent ensures authenticity and sustainable growth.”
— Dubai College of Tourism, in alignment with the UAE Tourism Strategy 2031
Impact and Evidence
The Department of Culture and Tourism of Abu Dhabi reported that the emirate welcomed 24 million visitors in 2023, supported by a workforce trained in cultural and luxury hospitality. This contributed AED 49 billion to GDP. Further, Oxford Economics projects that workforce investments could increase tourism’s GDP contribution by 15% across the GCC by 2030, demonstrating the multiplier effect of skilled labour.
Leadership Agility: Navigating a Dynamic Tourism Landscape
Effective leadership is essential for turning ambitious tourism strategies into reality. As noted by the GCC Secretariat General, leaders across the region must balance rapid development with sustainability and cultural preservation, aligning with broader national visions.
“Reaching 100 million tourists in 2023 is not just a milestone, it’s a signal that Vision 2030 is working.”
— H.E. Ahmed Al-Khateeb, Saudi Minister of Tourism (quoted in Fast Company)
Leadership Imperatives
Visionary execution is exemplified by leaders such as H.E. Ahmed Al-Khateeb, Saudi Arabia’s Minister of Tourism. According to Fast Company, his leadership helped the Kingdom surpass its Vision 2030 milestone of 100 million tourists seven years ahead of schedule by achieving it in 2023. His ability to unify stakeholders around a clear strategic vision is central to this success.
Leaders in the UAE have also shown adaptability by embracing trends like wellness and adventure tourism to diversify the nation’s offerings, as highlighted by Seed Group. For example, Dubai’s 2040 Urban Master Plan, launched by the Department of Economy and Tourism, integrates sustainable urban design to enhance livability and visitor appeal.
Public-private collaboration is another hallmark of effective leadership. Abu Dhabi’s tourism leaders, for instance, facilitated a strategic partnership with Hotelbeds to promote green hospitality initiatives, according to a 2022 report by Zawya. These efforts align with global best practices promoted by UN Tourism.
Case of Saudi Arabia’s Giga-Projects
A compelling example of leadership agility is the Red Sea Project, led by CEO John Pagano. As documented by the Oxford Business Group, the initiative combines sustainable development with talent integration and welcomed 100,000 visitors in its first year. This contributed significantly to Saudi Arabia’s $118.4 billion tourism GDP in 2023 and illustrates how visionary leadership can effectively scale tourism initiatives.
Institutional Capability for Enabling Systemic Excellence
Strong institutions are the backbone of a thriving tourism sector. Saudi Arabia’s Ministry of Tourism and the UAE’s Department of Economy and Tourism have been instrumental in developing frameworks that ensure regulatory efficiency and alignment with national goals.
Institutional Pillars
GCC countries have aligned their tourism policies with the UN Sustainable Development Goals, emphasising economic diversification and job creation. UN Tourism highlights Oman’s 2040 Tourism Strategy as a model for sustainable development, aiming to attract 11.7 million visitors by 2040, a strategy developed with support from Roland Berger.
Regulatory streamlining is another critical area. The UAE’s efforts to simplify visa processes and licensing requirements have had a direct impact, with Dubai welcoming 10.62 million visitors in the first seven months of 2024, according to Seed Group. The planned GCC unified visa, expected to launch in 2025, is set to further enhance regional travel connectivity, as reported by Skift.
Institutional investments also include large-scale infrastructure financing. Fast Company reports that Saudi Arabia’s Public Investment Fund has allocated $800 billion for tourism infrastructure by 2030, supporting landmark developments like Qiddiya.
Evidence of Impact
The Department of Culture and Tourism – Abu Dhabi’s Tourism Strategy 2030 forecasts the creation of 178,000 new jobs and a GDP contribution of AED 90 billion by 2030, driven by institutional reform and investment. The Arab Strategy Forum projects that such institutional investments could raise GCC tourism revenue by 20% by 2035, underlining their long-term significance.
Challenges and Opportunities
Despite significant progress, challenges remain. The region’s dependence on expatriate labour calls for stronger localisation efforts, and the pace of digital transformation requires ongoing upskilling. Nevertheless, opportunities abound. Skift points to the potential of artificial intelligence to personalise visitor experiences, while the GCC unified visa initiative offers a path to greater regional integration. Expanding mid-market tourism offerings also represents a major growth area.
Conclusion
Human capital is the hidden accelerator behind the GCC’s tourism aspirations. By developing workforce skills, fostering agile leadership, and reinforcing institutional capability, the region is well-positioned to achieve targets such as Saudi Arabia’s 150 million visitors and the UAE’s AED 450 billion tourism GDP contribution by 2030. These investments not only promote economic growth but also establish the GCC as a global leader in inclusive and sustainable tourism.
References
- Arab Strategy Forum. (2024). Regional development forecasts 2024. Retrieved from https://www.arabstrategyforum.org
- DCT Abu Dhabi. (2024). Tourism Strategy 2030. Retrieved from https://www.dctabudhabi.ae
- DET. (2024). Dubai 2040 Urban Master Plan. Retrieved from https://www.dubaitourism.gov.ae/en/department-of-economy-and-tourism
- Fast Company. (2024). Saudi Arabia’s tourism boom. Retrieved from https://www.fastcompany.com
- GCC Secretariat General. (2023). Economic diversification in the GCC. Retrieved from https://www.gcc-sg.org
- Oxford Economics. (2024). Economic impact of tourism in the GCC. Retrieved from https://www.oxfordeconomics.com
- Saudi Tourism Authority. (2024). Vision 2030 tourism goals. Retrieved from https://www.visitsaudi.com/en/about-us/sta
- Seed Group. (2024). UAE Tourism Strategy 2031. Retrieved from https://www.seedgroup.com
- Skift. (2024). Saudi Arabia’s push for affordable tourism. Retrieved from https://skift.com
- Travel Daily News. (2025). GCC tourism strategies and social impact. Retrieved from https://www.traveldailynews.com
- UN Tourism. (2024). Policy alignment for sustainable tourism. Retrieved from https://www.unwto.org
- WTTC. (2024). Travel & tourism economic impact research. Retrieved from https://wttc.org
