How Bangladesh can keep up with AI

Artificial Intelligence (AI) and Generative AI (GenAI) are no longer concepts of the future—they are already embedded in our daily lives. From freelancers using ChatGPT to streamline workflows, to students experimenting with AI tools, and companies automating routine tasks, a global transformation is well underway. Bangladesh is part of this shift. The real question is: Are we prepared?

The short answer is no. If we want to thrive in an AI-driven world, the time to upskill wasn't today, it was yesterday.

AI and GenAI: Tools that are redefining work

AI refers to systems that perform tasks requiring human intelligence, such as language recognition, data analysis, and decision-making. Generative AI (GenAI) goes a step further by creating text, code, images, and music in response to user prompts. 

These technologies are reshaping how work is done across industries. However, in Bangladesh—where the majority are more comfortable in Bengali than in English—we face a significant language barrier. Most AI tools are built for English users, and if this gap isn't bridged, millions risk being left behind.

Why upskilling can't wait, and where Bangladesh stands 

Globally, we are in the midst of a skills revolution. According to the World Economic Forum, 70% of today's job skills will change by 2030. 

AI is transforming how companies hire, how employees write reports, and how decisions are made. In this context, upskilling is not a luxury—it is an urgent necessity. This means not only learning to use AI tools but also developing human strengths that machines cannot replicate: critical thinking, empathy, leadership, and ethical judgment.

Bangladesh has taken some early steps. Government initiatives like the Learning and Earning Development Project (LEDP) have started offering digital training. Universities are beginning to integrate AI into their curricula. Private platforms such as CodersTrust and BASIS are incorporating GenAI tools into their programs. Meanwhile, our vibrant freelance community is actively exploring ways to stay competitive in an AI-driven world.

Yet these efforts remain fragmented. Rural populations are still underserved, and women in the informal economy face systemic barriers to access. Most training is conducted in English, excluding large segments of the population. What we lack is a unified national strategy—one that brings urgency, vision, and cross-sector coordination.

Sectors that can't afford to wait 

To stay competitive, workers must understand and adapt to the technologies reshaping their industries. This is especially urgent in sectors already experiencing disruption. Bangladesh's freelance workforce, once ahead of the curve, now faces increasing competition from peers abroad who are rapidly integrating AI into their work. Without targeted upskilling, they risk falling behind.

In the ready-made garments industry, digital automation is beginning to take root. Workers will increasingly need to operate smart machines, use software for quality control, and navigate data-driven workflows.

Without proper training, many could risk becoming economically irrelevant. In agriculture, AI tools can forecast yields and connect farmers to markets—but only if rural youth are trained to use them. In healthcare, diagnostic AI and digital record systems have the potential to save lives—but only if frontline workers are equipped to use these tools effectively. And in education, students are already experimenting with GenAI. Teachers must be trained to guide its use both productively and ethically.

What Bangladesh must do

To manage this transition, Bangladesh should draw on global guidance while crafting a strategy tailored to its national context. The International Labour Organisation (ILO), along with the UN Secretary-General's Tech Envoy, has proposed a framework built on three pillars: international cooperation, national capacity-building, and proactive preparation for workforce transformation.

These pillars offer both a roadmap and a mirror. Global partnerships can accelerate our access to tools, training, and research. By collaborating with international institutions and tech companies, we can bring cutting-edge content into classrooms, localise training materials, and better prepare workers for global markets.

At home, we must scale up our national capacity. This means expanding public training centres—especially in rural areas—and integrating AI education into school and university curricula. These programs should not be optional or reserved for the privileged; they must be inclusive and accessible to all. Achieving that requires a serious investment in Bengali-language AI tools and learning materials. Without them, digital inclusion will remain an unfulfilled promise.

The third pillar—anticipating disruption—calls for identifying vulnerable sectors, building career transition pathways, and embedding ethics and digital rights into all upskilling efforts. Workers should not be left to navigate this transformation alone. They need structured support, adequate protections, and realistic alternatives.

These global principles must be matched with local strategies. Bangladesh's freelance economy, which has expanded significantly over the past decade, is well-positioned to lead in AI-augmented digital work. But leadership requires investment. Structured programs are essential to help freelancers master advanced tools and transition into higher-value, future-proof roles.

The private sector must also play a larger role. Currently, few companies in Bangladesh have long-term strategies for AI adaptation. The government can accelerate progress by offering incentives—such as tax benefits or grants—to companies that invest in upskilling their employees, not only in AI tools but also in creativity, collaboration, and communication.

But the responsibility does not end with employers. Individuals must also be empowered to keep learning. Sustaining this transformation requires a national commitment to lifelong learning—systems that enable people to adapt as industries evolve. The AI shift will not be a single wave; it will come in cycles. Learning must become a right, supported by policy, infrastructure, and digital access.

As we move forward, we must proceed thoughtfully. Poorly designed training programs—concentrated only in urban areas or delivered in inaccessible formats—risk deepening inequality. If language barriers, gender gaps, and regional divides are not addressed intentionally, AI could widen rather than bridge our socioeconomic disparities. There are also risks of misuse, ranging from misinformation to fraud. Ethical training and public awareness must be integral to any serious upskilling effort.

Why human skills still matter

While AI may be powerful, it cannot replicate everything. Even the most advanced GenAI tools cannot replace fundamentally human abilities. They cannot empathize with a coworker, mediate a conflict, lead a team with vision, or make nuanced ethical decisions under pressure. While AI can write emails and analyze data, it cannot innovate with context or respond to the subtle cues of human emotion.

These abilities, once labeled "soft skills," are becoming the most valuable assets in the AI era. As automation takes over routine tasks, human creativity, emotional intelligence, and judgment will define success. The future of work belongs not just to the technically skilled, but to those who can blend digital fluency with deep humanity.

The AI era is not approaching—it has already arrived. Bangladesh has the energy, talent, and digital momentum to seize this moment. But we must act decisively. With the right strategy, coordinated across sectors, upskilling will not only help us keep pace—it will position us to lead.

AI is not the threat. Inaction is.