‘How do we educate people for life’: How to connect Canada’s education system to the needs of a fast-changing economy
Jessica Biga-Wadstein, Canada country head for Pearson, Theo Argitis, senior vice president of policy at the Business Council of Canada, and Gabe Miller, president and CEO of Universities Canada, discuss Canada’s growing skills gap and how to better connect our education system to the needs of a fast-changing economy. They share practical ideas for bridging that gap through work-integrated learning, micro-credentials, lifelong learning, and stronger partnerships between educators and employers.
Program Summary
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Based on a roundtable discussion featuring perspectives from major employers, post-secondary institutions, and the global learning company Pearson, a clear consensus emerges: Canada faces a critical challenge in bridging the gap between its education system and the rapidly evolving demands of the modern economy. The central issue is not necessarily the curriculum itself, but the lack of “connective tissue” and agility needed to keep pace with technological change, industrial policy, and AI-driven transformation.
Theo Argitis of the Business Council of Canada highlighted that while overqualification is a current issue, the primary concern among business leaders is the future skills gap. The economy is transforming so quickly that the educational system risks being structurally left behind if it cannot adapt at the same speed. He emphasised that in an era of renewed industrial strategy, educational institutions will need to play a more strategic role, working closely with employers and governments to feed the talent pipeline for specific, strategic priorities.
Gabe Miller from Universities Canada struck an optimistic note, countering the narrative that universities are resistant to change. He pointed to a significant cultural shift within the sector, including a strong focus on both lifelong learning and immediate job readiness. Evidence of this transformation includes the fact that nearly half of all bachelor’s students now participate in work-integrated learning, and three-quarters credit that experience with helping them land their first job. Furthermore, the rapid adoption of AI in classrooms signals an institutionally embedded willingness to evolve.
Jessica Biga-Wadstein of Pearson identified the blistering pace of technological change as a key obstacle, noting that by 2030, 65% of in-demand skills will be redefined. To overcome this, she outlined a three-pillar approach: fostering a mindset of lifelong learning, creating more effective and seamless learning experiences, and establishing alternative skilling pathways. Pearson is addressing these through partnerships with tech giants like Microsoft, digital credentialing platforms, and AI-powered tools that help organizations predict skill gaps and recommend targeted upskilling.
The conversation repeatedly returned to the theme of collaboration. For small and medium-sized enterprises (SMEs), which lack the resources of large corporations, standardized partnership models with educational institutions are essential. All parties agreed that the successful model for the future is a deeply integrated system—a strong “Venn diagram” where business, higher education, and government work in concert.
Finally, in the face of “unknown unknowns,” the panel agreed that agility and foundational human skills are paramount. While digital fluency is crucial, so-called “soft skills” like communication, judgment, and emotional intelligence will become even more valuable as AI automates routine tasks. In fact, Gabe Miller suggested that in an AI-saturated world, nearly everyone will need to become a manager, directing the work of intelligent agents.
The path forward depends on building a resilient, integrated ecosystem focused on continuous, adaptable, and collaborative skill development for all Canadians.
