alaysia and Singapore offer successful models of how industry-academia collaboration can drive national progress. Initiatives like the Industry-Academia Collaboration Programme in Malaysia, have brought together multinational companies, such as Intel and Bosch and local universities to co-develop curricula, sponsor research and developments and offer industry placements. This has resulted in a more job-ready workforce aligned with industry demands.

SkillsFuture Singapore is a government-led initiative that actively involves the private sector in equipping the youth with practical skills through work-study programmes, internships and lifelong learning opportunities. Companies like DBS Bank and Singtel actively collaborate with polytechnics and universities to design customised training pathways that feed directly into employment.

These models show how well-orchestrated partnerships - supported by government frameworks and corporate commitment - can ensure that graduates are not just employable but also professionally trained and empowered.

As Pakistan grapples with its economic challenges, unemployment and under-utilised human capital, fostering partnerships between industry and academia can be a powerful catalyst for progress. With over 60 per cent of Pakistan’s population under the age of 30, we stand at the cusp of a demographic dividend. To transform this youthful energy into a productive force, there must be deliberate and sustained efforts to connect the classroom with the corporate world. In the early years after Pakistan’s independence, universities were not just academic institutions - they were the crucibles of national identity. Students from Karachi to Peshawar saw education as a pathway to building a new nation. The country’s founding leaders understood the power of talent. Liaquat Ali Khan, in 1947, emphasised that “our youth must be trained not only to earn but also to serve.”

For a while, that vision endured. Institutions like Punjab University, Karachi University, and later IBA and NUST produced generations of professionals who would go on to build Pakistan’s bureaucracy, industries and financial institutions.

But somewhere along the way, as the economy globalised and industries modernised, a gap began to widen between what students learnt and what employers needed.

Today, that gap is no longer a crack – it is a chasm. The job market is evolving faster than our curricula. Youth unemployment is on the rise. Too many brilliant graduates find themselves directionless and under-utilised.

If Pakistan wants to make good on its promise to become a self-reliant, economically stable nation, it must revisit that post-independence vision - this time with the corporate sector and academia walking shoulder to shoulder.

When corporations actively invest in academic partnerships, they are doing far more than hiring talent - they are also shaping the backbone of a self-sufficient, economically resilient nation. These collaborations fuel GDP growth by producing a skilled, industry-ready workforce that attracts investment and boosts national productivity. They empower youth to become not just job seekers, but job creators and community leaders, igniting civic engagement and societal progress. By building capacity in critical sectors like agriculture, renewable energy and technology, these initiatives reduce our dependence on imports and drive innovation from within. In essence, they lay the foundation for a nation that no longer waits for solutions — but builds them.

Corporate-academia collaborations must evolve from token gestures and surface-level CSR into transformative, nationwide partnerships that drive real impact.

Considering that Pakistan is pushing for a full transition to Islamic banking by 2027, the need for trained professionals in Shariah-compliant finance has never been more urgent.

Faysal Bank, Meezan Bank and several sother institutions are not just leading financial transformation - they are also helping create a new professional identity, one that aligns with both global best practices and Islamic principles. But that identity can only flourish if universities offer specialised coursework, research collaboration and student access to real-world exposure.

Imagine a future where a student in Sukkur or Swat graduates with internship experience at an Islamic bank, understands the workings of Sukuk and contributes to inclusive, ethical financial innovation. That’s the future Pakistan must aim for — and it begins with programmes like Aghaz (Faysal Bank), Alfa Lead (Bank Al-Falah) and DFLP (Daraz).

Job fairs and on-campus recruitment drives serve as a vital first step in bridging the gap between education and employment. These initiatives not only help companies tap into fresh talent pools but also expose students to real-world opportunities, career paths and skill expectations.

By inviting industry leaders to academic institutions, companies can inspire students with real-world insights, entrepreneurial journeys and emerging industry trends. These sessions foster a culture of learning beyond textbooks, bridging theory with practice and motivating students to align their aspirations with market realities.

Structured management trainee programmes offer young graduates’ hands-on exposure to corporate processes, decision-making frameworks and leadership grooming. These programmes are critical in shaping raw talent into competent professionals ready to contribute meaningfully to the economy. Forward-thinking companies can partner with universities to set up innovation labs or research centres focused on solving local problems - from energy and agriculture to fin-tech and health-tech. These collaborations not only yield business-relevant innovation but also encourage students to think creatively and apply their academic knowledge to real-world issues.

Corporate-academia collaborations must evolve from token gestures and surface-level CSR into transformative, nationwide partnerships that drive real impact. The private sector must take the lead in conducting recruitment drives beyond urban centres, bringing seasoned professionals into classrooms through guest sessions and building rigorous management trainee and leadership development pipelines.

What if every corporation in Pakistan saw talent development not as a favour, but as a business strategy? What if banks, tech companies, manufacturers and startups invested in universities not for PR, but for progress?

True collaboration demands co-owned research, tackling Pakistan’s unique industry challenges and the creation of innovation hubs and incubators within campuses that turn ideas into enterprises. This is not philanthropy – it is the foundation of a competitive, future-ready economy.

Pakistan is not short on talent. It is only short on structured bridges between knowledge and opportunity. The corporate/ industry sector must step forward not just as recruiters, but as co-creators of the future workforce. Academia must welcome this partnership not as interference, but as evolution. The state must enable this ecosystem through proactive on ground facilitation, incentives, policy and vision.

If we succeed, instead of drifting in search of relevance, our youth will graduate already aligned with industry needs, mentored by professionals and confident in their ability to contribute to the economy - and the country.

In that moment, the spirit of our founding vision - of education as national service - will not just be remembered. It will be realised.

The writer is a development specialist, writing on education, gender and social issues. She can be reached at azra.maqsood@gmail.com