What do these AI advances mean for the people behind the properties? In the real estate tech sector, organizations recognize that their workforce must evolve alongside the technology. Hiring trends already reflect this: job postings by real estate firms requiring generative AI skillsets increased by 64% in 2022 and another 58% through August 2023 (Deloitte).

At the same time, there's a growing emphasis on upskilling current employees. Many firms prefer to retrain their experienced agents, brokers, and managers to use AI rather than replace them. This means providing training in data literacy, AI-driven software, and even basic coding or computer science principles. As Kathleen Hogan argued, giving people access to AI tools isn't enough; we must also 'create the right environment' for AI by investing in skills and learning. This proactive approach to upskilling will not only prepare professionals for the changes brought by AI but also empower them to thrive in this new landscape.

The World Economic Forum's "Reskilling Revolution" found that only about 34% of real estate employees globally have undergone reskilling so far, compared to 50% across all industries. Companies aim to close this gap by 2030 (WEF).

Workforce planning is also adapting. Real estate leaders anticipate that some of today's tasks will be automated in the next few years. According to the World Economic Forum's Future of Jobs Report, employers expect the share of human tasks to drop from 64% to 42% in five years (WEF Jobs Report). Rather than mass job cuts, this shift is opening the door for reimagined roles.

"AI will create time for more important, personal tasks," explains Dan Weisman, Director of Innovation at the National Association of Realtors. It allows agents to focus more on client relationships, negotiations, and creative deal-making instead of writing listings or combing through comps (NAR Podcast).

We're also likely to see new hybrid roles and teams. For instance, brokerages may pair an AI specialist with a realtor to develop pricing strategies or have "AI project managers" working alongside traditional project leads. These AI project managers would oversee AI-driven projects, coordinate with human team members, and ensure the successful implementation of AI solutions. Property managers must learn to oversee AI chatbots and interpret predictive data. Roles like GIS analysts and PropTech developers are becoming essential.

With AI poised to be a game-changer, what can real estate organizations do to ride this wave successfully? Here are practical strategies:

Foster a Learning-Oriented Culture: Encourage experimentation with AI tools and centralize continuous learning. Microsoft, for example, champions a growth mindset, emphasizing adaptability and innovation (i4cp).

Invest in Training: Offer courses in data analysis, AI-enabled CRMs (Customer Relationship Management systems that use AI to automate tasks and provide predictive insights), and basic coding. Upskilling existing talent boosts confidence and ensures the effective use of AI tools.

Redesign Workflows: Break jobs into tasks to see what AI can handle versus what requires human judgment. Involve employees in this redesign so they feel supported and energized by AI rather than threatened.

Emphasize Human Skills: Reinforce soft skills through training and mentorship. Celebrate creativity, empathy, and ethical decision-making skills AI can’t replicate.

The future of knowledge work in real estate is decidedly optimistic. AI will handle more heavy lifting—analyzing data, automating workflows, and generating content—but human roles will be enhanced, not erased.

Relationship-building, creativity, strategic thinking, and empathy will define competitive advantage. An agent armed with AI analytics can advise clients more effectively. A broker can combine prediction models with negotiation skills. A manager can rely on AI systems for tasks while focusing on tenant satisfaction.

Rather than a zero-sum game, the formula is clear: human + AI is the future. Firms that support their teams with training, culture, and vision will lead the industry.

The real estate industry stands at a pivotal moment—where AI is not a disruption to fear but a force to embrace. For knowledge workers, the message is clear: AI is a partner, not a replacement. By automating routine tasks and surfacing powerful insights, AI empowers professionals to focus on what they do best—building relationships, making strategic decisions, and delivering value.

Real estate firms that invest in their people—through upskilling, thoughtful integration of AI tools, and a commitment to human-centered innovation—will shape the future of the industry. The synergy of human expertise and intelligent technology isn't just a trend; it’s the new standard for success.

In this new era, the most competitive real estate organizations will be those that don’t just adopt AI, but align it with purpose, people, and progress.

Historically, transformative infrastructure—ports to high-speed rail—has catalyzed real estate appreciation and reshaped urban investment patterns. The APG continues in that tradition, creating a framework where access to reliable, low-carbon energy could determine location premiums.

In areas like Johor, East Kalimantan, or southern Vietnam—hotbeds of logistics and industrial expansion—grid connectivity and energy resilience are emerging as decisive leasing factors for global occupiers. For developers pursuing build-to-core strategies, the ability to assess infrastructure dependencies early is fast becoming a baseline requirement, not a bonus.

One of the APG's most significant hurdles is the investment gap: the hesitation of private capital to engage due to policy uncertainty, early-stage infrastructure risks, and regional volatility. To bridge that, stakeholders increasingly turn to blended finance—layering public and private funds to distribute Risk and unlock bankability.

Real estate investors across APAC use similar models, particularly for sustainable developments or ESG-aligned assets. Insurance-backed leases, government green incentives, and MDB financing mechanisms are starting to shape deal structures, especially in secondary markets. This calls for systems that support transparency, multi-source reporting, and performance tracking—key ingredients in layered capital environments.

The APG underscores how energy reliability, climate adaptation, and policy harmonization are no longer isolated considerations—they now shape the investment viability of entire regions.

· A logistics REIT exploring sites in Indonesia must account for electricity pricing volatility.

· Developers in Vietnam or the Philippines may find that access to the regional grid enhances appeal to multinational tenants seeking renewable energy sourcing.

· Singapore's office and retail portfolios increasingly include energy resilience, through green leases or building-integrated solar networks, as part of their valuation story.

In short, infrastructure risk is real estate risk. The solution isn't insulation but integrating systems, insights, and cross-border frameworks that reflect today's interdependencies.

The APG depends on wires and transformers, policy alignment, transparent data sharing, and intergovernmental coordination. Real estate is no different.

For investors managing assets across multiple jurisdictions, a consistent operational backbone—whether in financial reconciliation, ESG reporting, or market-entry analysis—is increasingly necessary. Digitally mature firms that harmonize data flows across portfolios are better equipped to engage with complex capital partners, meet regulatory shifts, and adapt to region-specific investment conditions.

What energy planners are doing with the APG—thinking regionally, over decades, with systems-level collaboration—is precisely the mindset real estate investors now need.

The rise of EV supply chains, cross-border energy corridors, and decentralized infrastructure means value creation isn't just about the building and the surrounding ecosystem. Understanding these dynamics across ASEAN markets is no longer an option-it's a strategic differentiator that can make or break a real estate investment strategy.

The ASEAN Power Grid may be an energy initiative at its core, but it offers broader insights into how infrastructure, capital, and Risk are converging across the APAC region. Real estate is at the crossroads of these forces and needs to adapt accordingly.

Firms fluent in local dynamics and regional shifts will be best positioned to deploy capital intelligently, mitigate Risk structurally, and unlock long-term value. The future of real estate investment in APAC won't be siloed—it will be interconnected.

The newly proposed federal entity, Build Canada Homes (BCH), is at the heart of the plan. Modeled after post-WWII institutions, BCH is designed to finance and develop affordable housing at scale, backed by $25 billion in debt and $1 billion in equity for Canadian modular and prefabricated home builders.

Key implications:

• Modular construction and mass timber will take center stage as BCH places bulk orders to achieve economies of scale.
• Supply chain modernization will become critical to meet delivery timelines.
• Sustainability regulations will shape materials and methods, requiring low-emission building standards.

This signals a fast, factory-style approach to homebuilding and a new market reality in which innovation in construction will be rewarded.

Carney’s plan breathes new life into multi-unit rental housing by reviving the MURB (Multiple Unit Rental Building) tax allowance—a once-successful program from the 1970s that drove the construction of over 190,000 rental units.

Why this matters:

• Investors will be able to deduct depreciation and other costs, making purpose-built rentals more financially viable.
• Developers are incentivized to convert existing buildings into affordable units, especially with reduced tax burdens for sellers transferring assets to non-profits.
• Municipal development charges for multi-unit housing will be cut in half for five years, easing cost pressures in expensive markets.

Rental housing, long neglected in favor of condos, could once again become a centerpiece of Canadian real estate.

Though the policy focus is residential, commercial property won’t be untouched. Adaptive reuse—turning underused office and commercial buildings into residential or mixed-use projects—will likely accelerate under zoning reforms and municipal incentives.

Emerging trends:

• Aging downtown office stock will be retrofitted into multi-family housing, senior housing, or co-living developments.
• Demand for industrial and logistics properties will rise due to the growth of prefab and modular housing factories.
• Transit-oriented and mixed-use developments will grow, as urban planning increasingly favors densification over sprawl.

The real estate reboot has broader economic consequences:

• Increased GDP from construction and infrastructure investment.
• Job creation across skilled trades, engineering, and project management.
• Affordability improvements—especially for first-time buyers through GST rebates and new supply- remain challenging in hot markets.
• Potential inflation risks if materials and labor markets overheat, though prefabrication may offer cost containment.

Navigating this landscape will require more than traditional approaches. Companies that invest in technology, process automation, and real-time data visibility will be better equipped to take advantage of tax incentives, modular efficiencies, and funding opportunities.

Assetsoft, a leading real estate technology and consulting firm, works with companies across Canada to modernize operations—from project costing and ERP integration to lease management and data analytics. As the market evolves, tools like these will become essential for those looking to scale smartly and stay compliant with shifting regulatory frameworks.

Mark Carney’s housing plan isn’t just about building homes—it’s about reshaping the real estate ecosystem to be faster, greener, and more inclusive. For those ready to adapt, this new environment offers immense opportunity. With the potential for faster, greener, and more inclusive real estate, the future looks bright. For those unprepared, it could bring disruption.

The next decade will belong to the agile and innovative. Is your business ready to adapt and thrive in this new real estate landscape?