How Will the World of Work Change in Pakistan Over the Next 20 Years? Five Expert Perspectives

byAbdullah Mannan•December 3, 2025•
Economics
A magazine cover features the flags of Pakistan and Bangladesh forming the background. The headline asks: "ARE PAKISTAN & BANGLADESH MOVING TOWARD STRATEGIC CONVERGENCE?" Below, two men, one in a suit and one in a light vest, are seated opposite each other with miniature flags of both nations on a table between them.

Over the past five years, the world of work has undergone unprecedented transformation. In Pakistan, the COVID-19 pandemic accelerated the adoption of remote and hybrid work, brought long-ignored issues such as mental health into workplace conversations, and blurred the traditional boundaries between professional and personal life.

At the same time, economic pressures and rising life expectancy have pushed many Pakistanis to work beyond the conventional retirement age, creating multi-generational workplaces where Baby Boomers, Gen X, Millennials, Gen Z, and now Gen Alpha coexist—often with very different expectations of work, authority, and technology.

Looking ahead, the next two decades promise even deeper shifts. Artificial intelligence (AI) will be the central force reshaping jobs, skills, leadership, and employment relationships in Pakistan’s evolving economy.

Drawing on insights from global experts, this article explores what the future of work in Pakistan may look like.

AI Will Transform Leadership and Performance Management

AI is already changing how work is measured and managed. In Pakistan, where performance evaluation has traditionally relied on hierarchy and manual reporting, AI-driven tools will introduce real-time performance insights.

Rather than depending solely on surveys or supervisor assessments, organizations will increasingly track workflow patterns, collaboration dynamics, and productivity indicators. This shift could help Pakistani firms move away from subjective management practices toward evidence-based leadership—provided strong data governance and privacy protections are established.

As AI governance frameworks mature, leadership in Pakistan will be less about control and more about enabling performance, well-being, and collaboration.

Demographic Pressures and the Skills Gap

Unlike aging economies in Europe and Japan, Pakistan faces a youth bulge. Nearly two-thirds of the population is under 30, yet unemployment and underemployment remain persistently high.

Over the next 20 years, Pakistan’s challenge will not be labor shortages but skills mismatches. University degrees alone will no longer guarantee employment. Instead, demand will rise for:

  • Technical and vocational skills
  • Industry-aligned certifications
  • Continuous, skills-based learning

Employers will increasingly act as training institutions, investing in employees’ long-term skill development rather than relying solely on short-term contracts. This model could help Pakistan turn its demographic dividend into an economic advantage—if supported by policy reform and private-sector commitment.

Humans and AI as a Single Work Unit

The future workplace will not be about humans versus machines, but humans working alongside intelligent systems. In Pakistan, AI is already automating entry-level tasks in fields such as accounting, content creation, customer service, and software testing—roles traditionally filled by fresh graduates.

While this poses short-term challenges, it also elevates the value of creative judgment, critical thinking, and ethical decision-making. Tasks that once took months and large teams will be completed in minutes.

Middle management layers—already strained in many Pakistani organizations—may shrink, while leaders will focus on orchestrating collaboration between people and AI systems. Contrary to assumptions, face-to-face interaction and emotional intelligence will become even more valuable in an AI-driven environment.

Expansion of Freelancing and the Gig Economy

Pakistan is already one of the world’s fastest-growing freelancing markets. Over the next two decades, AI and advanced computing tools will further empower independent professionals, allowing individuals to deliver high-value services globally without formal corporate affiliation.

As AI tools become more accessible, freelancers will compete with—and sometimes outperform—traditional organizations in areas such as software development, design, research, and digital marketing.

For Pakistani youth, this presents a major opportunity—but also demands stronger social protection systems, digital infrastructure, and fair labor policies.

From Specialization to Adaptive, Cross-Functional Roles

The future of work in Pakistan will favor generalist capabilities over narrow specialization. Employers will value individuals who can:

  • Work across departments
  • Adapt quickly to change
  • Build relationships and manage uncertainty
  • Solve problems creatively

Rigid planning models will give way to agile decision-making, scenario planning, and change management. Traditional roles in forecasting and operations may decline, while new roles emerge around transformation, resilience, and organizational adaptability.

Leadership will no longer be confined to titles; instead, leadership skills will be expected across all levels of the workforce.

Conclusion: Preparing Pakistan for the Future of Work

The next 20 years will redefine how Pakistan works, learns, and leads. Artificial intelligence, demographic pressures, and global competition will force a shift away from static job roles toward continuous learning, adaptability, and collaboration with technology.

For Pakistan, the future of work is both a challenge and an opportunity. If policymakers, educators, and employers act decisively—investing in skills, ethical AI adoption, and inclusive labor systems—the country can harness its youthful population to thrive in an increasingly turbulent global economy.