Artificial intelligence (AI) and simulation are reshaping engineering faster than workforces can adapt. From automotive to energy, industries that rely on engineering expertise face the same dilemma- how can we equip thousands of employees with new skills quickly, effectively, and sustainably?
Efforts are being made to address this issue, with the UK government recently announcing a plan to join forces with major technology firms including Amazon, Google, IBM, Microsoft, and BT to train 7.5 million workers in essential AI skills. Such commitments highlight the recognition that without widespread upskilling, industries risk being left behind.
The limits of traditional training
Conventional training models can no longer keep pace with this acceleration. Weeklong courses or formal certifications may once have been sufficient, but they are increasingly unfit for purpose against modern demands. Engineers cannot afford to step away from projects for extended periods, and by the time a new programme is rolled out, much of the content risks being out of date. This is often described as the ‘half life’ of skills, meaning the length of time a skill remains relevant and valuable to an organisation or individual. The World Economic Forum has reported that the half life of a skill is now around four years, and in digital fields such as AI it may be closer to two. In practice, knowledge is expiring faster than organisations can refresh it.
It is also important to underscore that this is not a future problem, but one impacting organisations here and now. A recent survey revealed that AI has triggered the largest UK tech skills shortage in 15 years, with demand for digital expertise outstripping supply across every sector. For engineering led industries, where the margin for error is small and regulatory pressures are high, that shortage becomes a critical bottleneck.
Learning in the flow of work
If traditional training cannot scale, where does that leave organisations? The answer lies in making learning part of the job, rather than a side project. One solution beginning to emerge is AI copilots and workflows integrated with AI Agents. Rather than diverting engineers to a separate training platform, these tools operate within the design environment itself, allowing practitioners to ask questions in natural language and receive context specific answers.
In addition, these tools provide access to curated, trustworthy resources such as technical articles, expert forums, or existing e-learning modules. Most importantly, they make it possible to learn gradually in real time while work can continue to progress. This shift reframes workplace learning from an additional burden into a source of productivity. Training becomes less about pausing work to acquire new knowledge, and more about embedding that knowledge directly into the act of engineering.
Democratising AI and simulation across generations
However, the AI skills challenge is not only about scale, but also about demographics. Many industries have a workforce that spans generations, each bringing different strengths and gaps. Senior engineers often possess decades of experience with simulation yet may be less comfortable with AI tools. Younger engineers, by contrast, are digital natives but may lack the deep domain knowledge required to build or interpret complex models.
Workflow integrated copilots offer a way to bridge this divide. For experienced staff, they provide an accessible route into AI without discarding familiar practices. For newer recruits, they offer a chance to learn simulation best practice while engaging with interfaces that feel intuitive. The result is a more inclusive approach that allows knowledge to flow in both directions across the workforce.
The spectrum of AI across the engineering workflow
Rather than a single tool, AI functions more like a toolkit, applied at various stages of the engineering process. At the concept exploration stage, AI can accelerate design by quickly generating and evaluating multiple options. During simulation, machine learning models can complement physics based solvers, reducing computation time and enabling larger datasets to be explored. At the level of task support, copilots and generative assistants can guide engineers through documentation, onboarding, and troubleshooting in plain language.
Taken together, these applications create a more accessible and consistent experience. They shorten the journey from concept to validation while embedding continuous learning into the process.
Why industry leaders must act
This is a challenge that is not just a technical hurdle, but a strategic imperative. Skills shortages now rank among the top barriers to innovation, according to WEF research. For engineering led organisations, that shortage translates directly into delayed projects, lost opportunities, and competitive risk.
Leaders who treat training as a side project, something handled by HR or reserved for occasional upskilling drives, will struggle to keep pace. In contrast, those who view training as an integral part of the engineering workflow, supported by AI tools, stand to gain not only more agile teams but also a stronger foundation for long term innovation. Embedding continuous learning into workflows is not simply a matter of efficiency, but about building company wide resilience.
Re-engineering engineering
Engineering has always been about solving problems, but the nature of those problems is changing. The greatest challenge today is not only mastering new tools but reinventing the way engineers themselves learn.
AI copilots and simulation assistants point the way forward, turning training from a hurdle into an enabler. They offer a vision of a workforce where knowledge is never static but continuously refreshed through the act of doing. To meet the demands of the future, engineering must be re-engineered, not only in the tools it uses, but in how its people acquire, share, and apply knowledge.
