Authored by: Sonia Eland
Artificial intelligence (AI) is reshaping the global economy at a speed we have not seen before. Across industries, AI is changing how businesses operate, how governments deliver services, and how people work. Countries like the United States, India and Singapore have already rolled out national strategies to equip their citizens with AI skills, recognising that talent is the most important driver of competitiveness in this new era.
Australia, however, finds itself at a crossroads. Despite our reputation as early adopters of technology, we continue to face deep shortages in critical tech skills. Recent reports highlight that digital transformation projects are slowing because there are simply not enough people with the expertise to deliver them. This shortage is especially acute in AI. If we repeat our historic pattern of relying on imported talent to close these gaps, Australia risks falling behind in the global race for innovation.
Why training our talent matters now more than ever
Australia has a proud history of attracting global talent, and skilled migration will continue to play an important role in our economy. But when it comes to AI, the bigger opportunity lies in developing and empowering our own workforce. Demand for AI expertise is rising everywhere, from data scientists to AI ethicists, and every country is competing for the same limited pool of specialists. By focusing on training and reskilling locally, we can build a workforce that not only understands the technology but also how it applies to the unique needs of Australian industries. This creates several advantages: we strengthen our sovereignty by ensuring AI capability is rooted in local expertise; we unlock innovation by building intellectual property here rather than offshore; and we create a more inclusive AI economy by giving more Australians the chance to participate in and benefit from this transformation.
Building local capability is critical
To remain competitive, Australia must urgently invest in building local AI capability. This is not just a workforce issue. It is about sovereignty, competitiveness and long-term resilience. The question is not whether AI will transform our industries, but whether Australian workers and businesses will be equipped to benefit from it.
Reskilling existing employees should be at the centre of this effort. Every business has talented people who understand their customers, operations and industry context. By giving them AI tools and training, we can turn disruption into opportunity. Workers who may fear displacement can instead become innovators, using AI to improve decision-making, automate routine tasks and create new sources of value.
The role of government, business and education
Building an AI-ready workforce requires collective action. No single organisation can do this alone.
Government has a crucial role to play in setting incentives and building the right ecosystem. This means supporting partnerships between universities and industry, investing in AI-focused curricula, and ensuring pathways for lifelong learning. Just as past governments invested in national infrastructure to drive economic growth, today’s leaders must treat digital skills as a national priority.
Corporates must also step up. Employers cannot simply wait for talent to arrive “ready-made” from the education system. They need to prioritise training, create flexible pathways for employees to gain new skills, and embed AI knowledge across their workforces. This is not about training a small group of specialists — it is about giving every worker a baseline of AI literacy so they can use these tools responsibly and effectively.
Collaboration is key. Public–private partnerships can help close the skills gap faster, bringing together the resources of government, the innovation of industry, and the expertise of educators. Businesses that invest in their own people not only benefit themselves but also contribute to a stronger national talent pool.
Lessons from the front line
From my own experience in technology leadership, I have seen first-hand how organisations that invest in their people are the ones that thrive. Enterprises that build capability internally create a more sustainable and competitive advantage than those that rely purely on external expertise. AtHCLTech, for example, we are investing in skilling our own workforce in Australia and New Zealand, as well as training our clients’ teams to adopt AI responsibly and effectively. This dual approach strengthens our organisation while helping the broader ecosystem grow. It is also important to highlight diversity in this journey. AI will shape the future of work for everyone, so we need to ensure that women and under-represented groups are not left behind. Diverse teams are proven to drive better innovation outcomes, and in a field like AI where bias and ethics are critical considerations – inclusion is not just a fairness issue; it is a business imperative.
A window of opportunity
Australia has enormous potential to lead in the application of AI. We have world-class universities, innovative businesses, and a workforce that is adaptable and resilient. But the window of opportunity is narrow. If we delay, the skills gap will widen, our competitiveness will erode, and we risk outsourcing our AI future to other economies. The choice before us is clear. We can continue to rely on importing skills, competing for scarce global talent while watching opportunities slip away. Or we can commit to building our own AI workforce, investing in people through education, reskilling and leadership.
AI is not just another wave of technology; it is a force that will redefine how industries operate, how governments deliver services, and how people work. For Australia, the real test will not be about access to the latest tools, but whether we have the confidence and capability to shape them to our context.
That means moving beyond short-term fixes and committing to a culture of continuous learning in schools, in workplaces, and in leadership circles.
If Australia can do the same at a national scale, we won’t just participate in the AI revolution. We will create our own breakthroughs, design solutions for our own challenges, and build an AI economy that reflects our values. That is the opportunity before us—and it is one we cannot afford to let pass.
Authored by: Sonia Eland, Executive Vice President and Country Manager, Australia and New Zealand, HCLTech