Saudi Arabia's problem with emerging technology was never that it was unavailable. It was that nobody could say, concretely, where it would be used. Buyers could not name a problem a given technology would solve for them, and suppliers were selling capability rather than application. Adoption stayed low and the supply side stayed thin, and the Kingdom lost both market growth and digital-economy impact in the gap between them.
To make adoption concrete. Go sector by sector, find and categorise the specific places emerging technology could actually be deployed, understand what was really blocking each one, and then run the awareness and matchmaking that turns a named use case into a funded project.
We ran it as a program rather than a study, governance, fieldwork, campaigns and meetings.
We began with the governance structure and decision rights, so that findings had somewhere to go rather than a report to sit in. We then ran sector-by-sector assessments of what was blocking adoption, and mapped both halves of the market: the supply landscape as it stood, and the demand facing it. From that we designed and categorised use cases for structured deployment, sector by sector.
The rest was making them land. Awareness messaging written for each target sector rather than in general, multi-channel campaigns across digital, events and executive forums, media relations, and matchmaking sessions that put a named provider in front of a named buyer.