Artificial intelligence has already rewritten the rulebook for global business. For leaders responsible for international operations, communications, and people, the challenge is both human and technological.
Few sectors illustrate this more vividly than Canada’s language industry, where translation and interpreting underpin healthcare, justice, immigration, and trade.
Peter Mahadian, our latest guest on Top Voices, explains that the Canadian market is a living experiment in what happens when AI, austerity, and human expertise collide. The lessons extend far beyond linguistics; they apply to any organization navigating automation, talent scarcity, and trust erosion in a globalized world.
1. Fragmentation Is a Warning Sign and an Opportunity
Canada’s language sector is highly fragmented. For every company that belongs to CLIA, three or four others operate independently, often competing on price alone.
This mirrors a broader corporate trend: siloed teams and disconnected suppliers trying to deliver “more for less.” The result is inconsistency, wasted effort, and eroded trust.
“We’ve monetized our work to the point where price outweighs quality,” Peter says. “Language is usually the smallest line item in a project, but it’s the first to be blamed when something goes wrong.”
For executives, this is a familiar trap. Whether managing vendors, global HR networks, or technology partners, the principle holds true: fragmented systems create fragile outcomes. The fix lies in building ecosystems, not just supply chains.
2. The Real Currency Isn’t Words, It’s Value
Most language service providers are still paid “per word.” In business terms, it’s equivalent to measuring performance by the number of emails written rather than the impact they achieve.
Our co-host Bruno calls it the value-chain problem: many suppliers remain “value contributors,” not “value creators.” They help, but they don’t lead.
The same dynamic plays out across industries. HR departments track hires instead of retention; IT tracks tickets instead of transformation. To thrive in 2025 and beyond, leaders must move their functions up the value chain, aligning metrics with strategic outcomes, not transactional outputs.
3. Trust Beats Technology
Large organizations often prefer one trusted vendor to many cheaper ones. The onboarding cost, compliance risk, and relationship capital required make switching painful.
This loyalty is earned through trust, not price.
Peter calls it “white-glove service”: taking ownership of the process so clients can focus on their mission. Ironically, in a world obsessed with portals, self-service dashboards, and automation, the competitive edge increasingly lies in high-touch partnership.
For CHROs and COOs, this is a timely reminder. As you automate processes, never automate relationships. The future belongs to organizations that blend the efficiency of AI with the empathy of human connection.
4. The AI Paradox: Efficiency Without Empathy Is Dangerous
Canada’s federal government recently cut translation volumes by over 50% and began developing its own AI-driven translation engine. It’s efficient but risky.
AI can’t distinguish between relevant and irrelevant information; it “hallucinates.” In one case shared by Peter, an AI translation rendered “manure” as a food ingredient.
The lesson for business leaders is clear: AI will amplify whatever you feed it; your processes, your data, your biases. Without human oversight, the risk of brand, compliance, or ethical failure multiplies.
Forward-looking companies are therefore adopting a “human-in-the-loop” approach: use AI for pattern detection, forecasting, and reporting, while humans handle nuance, judgment, and accountability.
That principle is as critical in HR analytics and DEI programs as it is in translation.
5. Agility Is the New Scale
Large agencies and multinationals can invest heavily in training, experimentation, and R&D. But smaller firms, and smaller teams within big organizations, can pivot faster.
“Smaller companies can compete at the same aerodynamic level as big planes,” Peter says. “They just need to understand their own design and be brave enough to fly.”
For enterprise leaders, this means empowering small, agile teams within the organization to experiment with AI and process innovation, while giving them air cover from the top. It’s not size but learning velocity that determines resilience.
6. Educate or Collaborate? The Language of Leadership
A fascinating debate emerged during the conversation: should suppliers “educate” clients?
Peter uses the term loosely, but the word itself can sound patronizing. The takeaway for leaders is linguistic as well as strategic:
- Don’t “educate” your people — engage them.
- Don’t “teach” your clients — partner with them.
- Don’t “sell” change — co-create it.
Language shapes perception. The way leaders talk about transformation often determines whether teams resist or rally around it.
7. Specialization Is the Next Differentiator
As Canada’s government automates translation, opportunities are emerging elsewhere: in language data creation, AI ethics, and defense-sector communication.
This shift from service delivery to data stewardship mirrors what’s happening across industries: accountants becoming data analysts, HR teams becoming workforce-intelligence hubs, and marketers becoming behavioral scientists.
For executives, the message is to build specialism before scale. AI rewards expertise; it punishes generic capability.
8. Global Shifts Demand New Alliances
Trade tensions with the U.S., defense spending, and tariff changes are pushing Canada to strengthen ties with Europe, the U.K., and Australia. CLIA is doing the same, signing new partnerships with associations abroad.
For global corporations, this is a signal: geopolitical diversification is becoming a competitive necessity. Whether it’s supply chains, talent pipelines, or knowledge networks, relying on a single market or vendor base is a risk few can afford.
9. People Still Power the System
Despite the rise of machine translation and AI tools, the most consistent theme across the discussion was people.
Upskilling, cross-training, and professional development remain the foundation of adaptability. CLIA’s own 10-week AI Upskilling Program, run with live trainers, shows how even traditional sectors can modernize without alienating their workforce.
Peter puts it simply: “This isn’t a loss of jobs; it’s a realignment of how we do our jobs.”
For CHROs and CEOs alike, that’s the mindset shift required to turn disruption into progress.
10. The Broader Lesson: Human Value in a Machine World
Every organization today is, in some sense, a language company. Whether translating culture across markets or strategy across departments, leaders are in the business of meaning.
The Canadian language industry offers a powerful metaphor for global enterprise:
- AI can scale knowledge, but only humans create trust.
- Efficiency delivers savings, but empathy delivers loyalty.
- And in every transformation, the real story is still told in human language.
Final Thoughts
In the rush toward automation, it’s easy to forget that language is the original technology; humanity’s first tool for connection, coordination, and culture.
As AI accelerates, leaders who preserve that human dimension, who keep the “voice” in their global enterprise, will not only communicate better but lead better.
Top Voices is a podcast from International Achievers Group, where hosts Paula McGrath and Bruno Herrmann speak with global thought leaders shaping the future of work, technology, and international growth. Listen to the full episode featuring Peter here, and stay tuned for further episodes.