Why Skills, Not Talent, Will Shape Nepal’s ICT Future

As digital transformation reshapes economies worldwide, the future of innovation depends not only on the availability of ICT career opportunities but also on how effectively talent and skills are cultivated. In the technology sector, talent may open the door, but it is skills developed through sustained practice and real-world experience that determine long-term success.

“Talent provides an initial inclination or comfort with technology, such as logical thinking or problem-solving,” says Shreeyanch Shrestha, Founder and CEO of Samparka Digital Loyalty. “Skills, however, determine how far someone progresses.”

Natural aptitude can make learning easier, but it is rarely sufficient on its own. Talent may offer a head start, but continuous learning and skill-building are what enable professionals to stay relevant in an industry defined by constant change.

“In ICT careers, skills are more important than talent,” says Umesh Subedi, Co-founder of Skill Shikshya. “While talent may offer an initial advantage, the technology sector evolves rapidly and demands continuous learning. Skills can be developed, refined and adapted over time, allowing professionals to remain relevant and progress in their careers.”

Merit, Mindset, and Mobility

The ICT industry is increasingly merit-based, rewarding effort, adaptability and results rather than background or formal credentials alone. Many professionals enter the field from non-traditional paths and succeed by continuously upgrading their skills.

“From my experience, your ability to solve problems, adapt to new technologies and deliver value matters more than raw talent,” says Bibek Subedi, Co-founder of Vrit Technologies. “We hire for learning capacity and work ethic, not just natural ability.”

Technology evolves so quickly that skills which were valuable five years ago may already be outdated. Developers who invest in continuous improvement, Bibek notes, consistently outperform those who rely solely on innate ability.

This philosophy is particularly relevant in Nepal, where the ICT ecosystem is growing but still faces a gap between education and industry readiness. According to Umesh, many motivated and educated applicants lack practical experience and exposure to real-world projects, a gap that inspired the creation of Skill Shikshya.

“When hiring for ICT roles, I prioritise problem-solving ability, learning agility and cultural fit,” says Bibek. “Technical skills can be taught, but the mindset to break down complex problems and the hunger to learn cannot.”

Skills Beyond Code

Success in the ICT career pipeline requires more than technical expertise. Adaptability, collaboration and ownership are increasingly critical as teams work across disciplines and borders.

According to Bibek, cultural alignment plays a major role in long-term performance. Professionals must thrive in collaborative environments, take initiative and think beyond assigned tasks.The ability to understand the broader impact of one’s work often separates high performers from the rest.

“Without adequate skills, individuals may feel overwhelmed or discouraged,” says Shreeyanch. “But with proper guidance, structured learning and hands-on practice, skill gaps can be closed.”

Entering the ICT sector without perfect preparation is not necessarily a disadvantage. What matters most is the willingness to learn.

“The real risk isn’t entering with inadequate skills,” Bibek explains. “It’s entering without the willingness to develop them.”

At Vrit Technologies, junior developers who initially lacked experience have succeeded through mentorship, clear expectations and exposure to real projects. Those who expect to progress without effort, however, quickly become bottlenecks to their own growth.

The Power of Early Exposure

Early exposure to technology plays a critical role in strengthening the ICT career pipeline. Familiarity with digital tools at a young age reduces fear, builds confidence and encourages experimentation.

“At Skill Shikshya, we put this into practice through our junior coding platform, Young Crafts Academy,” says Umesh, “where children engage with ICT concepts early.”
Such exposure helps young learners discover interests and potential career paths before making major commitments. It also fosters curiosity, creativity and digital confidence, laying the groundwork for long-term growth.

Education remains a vital foundation, providing theoretical knowledge, analytical thinking and an understanding of core ICT concepts. However, its impact is greatest when combined with practical application.

“Learning to write code and learning to build scalable, production-ready systems are very different,” Umesh notes. While education teaches fundamentals, real-world projects teach responsibility, quality and problem-solving under constraints.

Bridging Education and Industry

One of the most pressing challenges in Nepal’s ICT ecosystem is the disconnect between academic instruction and industry expectations. Traditional curricula often struggle to keep pace with emerging technologies such as artificial intelligence and blockchain.This gap can be narrowed through modernised curricula, project-based learning, and most importantly, internships and apprenticeships.“In ICT, we learn best by doing,” says Umesh. “Internships allow learners to apply knowledge, make mistakes and improve in real environments.”

Bibek agrees. “The mindset shift is profound when students move from writing assignments for grades to writing code that real users depend on. Suddenly, quality, performance and user experience matter.”

At Vrit Technologies, interns are placed on live projects, paired with mentors and given clear objectives, accelerating their transition from learners to professionals.
Scaling Talent in a Challenging Market.

Beyond individual development, structural challenges remain. Limited infrastructure, outdated curricula, lack of mentorship and financial constraints continue to slow progress, particularly in developing economies. According to Bibek, scaling ICT businesses in Nepal also presents market-level challenges, including talent retention, access to growth capital and limited local demand for advanced technology solutions.

“Many Nepali businesses are still hesitant to invest significantly in technology,” he says. “That’s why many ICT companies focus on international clients, where quality solutions are better understood and valued.”

Sustainable growth, Bibek argues, comes from hiring for attitude and investing in long-term development rather than chasing short-term expertise.

Building a Sustainable Pipeline

A strong ICT career pipeline is not merely about producing developers. It is about building an ecosystem that supports continuous learning, innovation and progression from education to mastery.

“The pipeline creates a clear progression from learning to practice,” says Shrestha. “It ensures professionals are not only technically competent but capable of solving real-world problems.”
Nepal’s digital future depends on investing in local talent through early exposure, hands-on experience, industry collaboration and a culture of continuous learning.

“The ICT field will keep changing,” Shreeyanch concludes. “People who focus on fundamentals, build projects, stay curious and learn how to learn will always remain future-ready.”

Highlights 

ICT Workforce & Employment in Nepal

•    Nepal’s ICT sector remains a small share of total employment, estimated at around 0.35% of the national labour force—among the lowest in the region. 

•    According to World Bank estimates, investment in ICT between 2017–2023 supported the creation of about 6,746 jobs in IT service exports. 

•    The government aims to expand this significantly, with targets to generate 1.5 million direct and indirect ICT jobs over 2024–34 as part of the Digital Nepal/IT decade strategy. 

Gender Representation in ICT

•    Women are substantially underrepresented in Nepal’s ICT workforce: only 7.88% of ICT company employees are women and as low as 0.5% in ICT-enabled firms, despite making up over half of the population. 

•    Women’s participation in ICT leadership roles further declines, with only about 19.55% of women in managerial/executive positions within the sector. 

Sector Growth Indicators

•    The ICT sector’s contribution to GDP is still modest but growing: projections estimate it at around 1.94% of national GDP in FY 2024/25. 

•    Broader digital and ICT employment growth is tied to the rapid expansion of internet adoption and workforce upskilling, even as formal measurement of ICT jobs remains limited in national labour surveys.