Bangladesh has built an efficient crisis factory. Take one unfortunate incident, add instant defence and political ego, invite television panels, and the issue disappears. The tragedy becomes a serial, the victim a suspect, and everyone else a supporting actor. Ratings rise.

The regulator has already told digital banks where to play. They cannot finance foreign trade or offer term loans to medium and large industries. Their field is the individual and the small business, precisely the customers conventional banking has neglected

The decision to keep the repo rate unchanged at 9.5 percent is understandable.

In today’s fast-paced world, where professional achievements are often celebrated as the ultimate measure of success, it is easy to lose sight of what truly matters: our health.

Ideally, responsibility should not need to be forced. But if voluntary efforts have not been sufficient, a minimum regulatory push may be justified. What matters is what happens beyond that minimum

Some knew M Saifur Rahman much better than I did. Some sat across the cabinet table with him. Others learned from him at a respectful distance.

Bangladesh welcomes foreign investors with summits and enough PowerPoint slides to illuminate Dhaka. When one retreats, the ceremony is quieter. It becomes a “strategic realignment,” the regulator calls it a business decision, and everyone hopes the logo remains long enough for the next investment brochure.

For years, the success of a bank CEO in Bangladesh has been judged by numbers such as loan growth, deposits, profit, market share and business expansion.

Bangladesh’s apparel exporters shipped $38.825 billion worth of garments in calendar year 2025, worth celebrating on its own terms.

Citi and PwC taught me different things, but the most important lessons from both institutions were surprisingly similar.

Citi and PwC taught me different things, but the most important lessons from both institutions were surprisingly similar. Whether you are running a bank, advising a business or leading a team, you are ultimately dealing with the same thing: trust. It takes years to build, but only moments to lose

Bangladeshi entrepreneurs collaborate brilliantly at weddings, trade-body elections and occasionally when a tax proposal threatens everyone. Ask them to share technology, research or infrastructure, however, and the room suddenly develops a trust deficit larger than the national budget.

Bangladesh Bank’s initiative to introduce key performance indicators (KPIs) for evaluating the CEOs of commercial banks is a timely move. At a time when Bangladesh’s banking sector is facing pressure on asset quality, liquidity, profitability, governance and public confidence, a more structured approach to leadership performance deserves serious attention.

The distinction sounds academic, but it isn't.

Financial support provided to meet exceptional medical expenditure is fundamentally different from ordinary remuneration

“No” is not merely a word. It is a management philosophy and, occasionally, a retirement plan.

As I walked through the streets of Ho Chi Minh City last week, my second trip there within a month, I couldn’t help but wish Dhaka could resemble it.

Six forces are squeezing global commerce today, and they are not going away

FDI is not merely capital; it also brings technology, modern management, workforce development, access to international markets and quality employment

For decades, Bangladesh treated multinational companies as models of ethical business.