Bangladesh Brand Forum organised its flagship initiative, the 7th Leadership Summit, Presented by American International University-Bangladesh (AIUB), Powered by Summit Communications Limited & Sheltech; in association with BSRM, Team Group, and The Daily Star and in collaboration with Aspire to Innovate (a2i), Smart Bangladesh Network and Nammcon Consultancy Ltd., at Radisson Blu Water Garden Hotel, Dhaka on November 11, 2023. This year, the theme for the summit was “Navigating the Next Frontier: Transforming Organizations for the Future.”
The day-long summit gathered leaders and experts from various industries from home and abroad who shared their experiences and knowledge through distinguished panel discussions, keynote, and insight sessions. Having the vision at the core, the speakers branched out, discussing the challenges and complexities of leadership, sustainable business growth, corporate governance, and organisational culture with aspiring audiences.
The summit hosted an engaging agenda comprising 03 Keynote Sessions, 04 Panel Discussions, 01 Insight Session, and 01 Leadership Masterclass.
OPENING SPEECH
Opening the summit, The Founder and Managing Director of Bangladesh Brand Forum, Shariful Islam, said, “Our visions and journeys are shaped by our leaders. Therefore, it’s very important to address how we want to develop our leadership skills to meet the multifaceted challenges and opportunities of the future. I believe the valuable discussions today will be our roadmap and stepping stone to transform our organisations for a better future.”
KEYNOTE SESSION BY DR. TULSI JAYAKUMAR
The first keynote session of the summit was facilitated by Dr. Tulsi Jayakumar, Professor, Economics and Executive Director, Centre for Family Business & Entrepreneurship, Bhavan’s S.P. Jain Institute of Management & Research (SPJIMR), Mumbai.
She started the session by stressing the importance of fostering a culture of constant learning among students. Rather than merely being teachers, leaders should be facilitators of continuous education. A crucial point she highlighted was substituting the term “teacher” with “leader.” This shift emphasises the shared skills of motivation, compassion, networking, and adaptability between these roles.
According to Dr Jayakumar, leaders must inspire belief, display compassion, be perpetual learners, and motivate others to overcome challenges. This creates a conducive environment for growth and development. In the classroom, teachers are seen as the shapers of future leaders, contributing significantly to the nation’s development through their impactful role in students’ lives. Leadership involves instilling resilience and emphasising shared goals, missions, and visions. This approach helps create a sense of purpose and direction. She emphasised the distinction between “doing things right” and “doing the right things”, putting integrity at the forefront of effective leadership.
Acknowledging the evolving dynamics of work, Dr. Jayakumar advocated for an outcomes-focused leadership approach and expressed concerns about potential burnout. A call was made to create a robust community of youngsters by imparting essential lessons on leadership. This includes cultivating humility, encouraging effective communication, and promoting active participation.
In navigating the future, leadership demands a blend of humanity, empathy, power, and integrity. Dr. Tulsi Jayakumar’s keynote highlighted the delicate connection between teaching and leadership, highlighting the transformative impact these roles have on individuals and society.
KEYNOTE SESSION BY SUHAIL AL KHARSAH
A keynote session on “Surviving to Thriving, How to Create Impactful Culture That Enriches Innovation” was led by Suhail Al Kharsah, Enterprise Agile Coach, Central Transformation Office, Pharma International. He laid the foundation for a stimulating keynote session on the pivotal role of psychological safety in fostering innovation within organisational culture.
Suhail started by explaining the coach’s role as one that seeks effective responses through thought-provoking questions. He stressed the undeniable truth that an organisation’s most valuable asset is its people, emphasising the dual responsibilities of executing job descriptions and managing perceptions. The essence of thriving, as he explained, lies in aligning oneself with passion and presenting one’s authentic self. Psychological safety, he said, is not just a destination but a potent tool for cultivating the qualities essential for optimal performance. Referring to “The Fearless Organization,” Suhail highlighted factors defining psychological safety. As per Timothy and Clark, the four stages of psychological safety create an environment of rewarded vulnerability, urging leaders to build sustainable environments for effective operations. Referring to “The Fearless Organization” by Amy Edmondson, he highlighted factors defining psychological safety. As per Timothy and Clark, the four stages of psychological safety create an environment of rewarded vulnerability, urging leaders to build sustainable environments for effective operations.
Psychological safety, while foundational, isn’t the sole factor for leadership efficiency. Commitment emerges as a significant role in progressing from survival to thriving leadership. The discussion dived into the notion that psychological safety is not merely a personality trait but an opportunity for all. Inclusion safety, deemed a human right, requires avoiding biases and providing fair opportunities. The fundamental role of leaders in shaping an environment that sustains innovation and accommodates mistakes was a recurrent theme. Suhail urged a departure from paternalistic leadership, advocating for inclusive practices that challenge individuals, fostering innovation and growth.
The four quadrants of psychological safety — inclusion safety, learner safety, contributor safety, and challenger safety — were discussed in creating a culture that enriches innovation. Intellectual and emotional learning was posited as an innovation and personal growth catalyst. As organisations transition from surviving to thriving, cultivating an impactful culture becomes paramount for sustained innovation and success.
KEYNOTE SESSION BY YASIR AZMAN
The third keynote session of the summit, themed “Sustainability in Action (To Unlock Future Business Potential),” was led by Yasir Azman, CEO, Grameenphone Ltd., dived into the critical role sustainability plays in shaping the future of businesses. His insights shed light on the intersection of innovation, leadership, and social responsibility. His insights shed light on the convergence of innovation, leadership, and social responsibility.
Azman began by emphasising the need for continuous innovation and understanding that leadership is not a choice but a constant function. This acknowledgement, he stated, opens doors to new initiatives and provides a competitive edge in the market. Grameenphone’s focus revolves around three key areas: youth upskilling, digital inclusion, and climate action, emphasising social equity and environmental sustainability. In addressing youth upskilling, Grameenphone engages many employees in advocacy programs, particularly in the digital inclusive security domain. The company actively collaborates with UNICEF to ensure children’s online safety and education. Azman highlighted the importance of partnerships, including those with universities through the GP academy, to contribute to skill development.
He talked about the significance of sustainability, not just as a corporate responsibility but as a driving force for innovation. He stressed that the industry should view collaboration as the primary initiative rather than competition. The CEO urged a collective effort to make the planet sustainable, presenting more opportunities for investment. Azman highlighted that every component within a company must work together for efficient operation, putting weight on the importance of sustainability for long-term success. He pointed out that, while efficient, technology is not uniformly accessible to all, hence stressing the need for equitable distribution. Grameenphone’s commitment to reaching 10 million people through youth upskilling, digital inclusion, and climate action aligns with its vision of sustainable development. The company’s initiatives, such as renewable energy exploration and collaboration with stakeholders, showcase a dedication to social equity and environmental sustainability.
Yasir Azman’s keynote session provided valuable insights into the role of sustainability in unlocking future business potential. He urged individuals to contribute collectively to create a sustainable society for future generations. The emphasis on innovation, collaboration, and a commitment to social and environmental responsibility aligns with the evolving business landscape in a rapidly changing world.
PANEL DISCUSSION ON “FROM VISION TO REALITY: THE ROLE OF SMART LEADERSHIP IN NATION-BUILDING”
Dr Syed Ferhet Anwar, Professor, Institute of Business Administration, University of Dhaka; President, Asia Marketing Federation, was the moderator for this panel discussion. The distinguished panellists were Anir Chowdhury, Policy Advisor, a2i – Aspire to Innovate; Md. Abul Kalam Azad, Co-chair, Smart Bangladesh Network, Former Principal Secretary, Vice Chairman, iDEA Foundation; Md. Shamsul Arefin, Honorable Secretary, ICT Division, Government of the People’s Republic of Bangladesh. They delved into the crucial dynamics of Smart leadership in shaping the nation’s future.
Anir Chowdhury kickstarted the conversation by stressing the need for smart leadership to launch Bangladesh into the echelons of technologically advanced nations. He defined the standards for building a Smart Bangladesh, aligning with the visionary goals of Bangabandhu and subsequent Prime Ministers. Anir’s emphasis on leveraging technology and creating homegrown innovations rather than mirroring Western models struck a chord. The four pillars of Smart Bangladesh—smart citizen, smart economy, smart government, and smart society—were foundational to his discourse. Notably, achievements in attaining a cashless economy, GDP growth, technological capabilities, and unicorn companies were highlighted. The essence of his message was the harmony of smart leadership, artificial intelligence, and innovation, all grounded in core values.
Dr. Anwar interjected with an important question on closing the gap between the private and public sectors, underlining the importance of leaders possessing ‘super skills,’ including essential human attributes. The discussion transitioned to insights from Md. Abul Kalam Azad.
Mr Azad commenced by exploring smart objectives, emphasising the need for transformative leadership. Drawing examples from the evolution of mobile phone usage, he portrayed technology and leadership as dynamic allies capable of exceeding expectations. He envisioned the government as an entrepreneur, using public and private funds to pave the way for smart machines and technologies. The inclusivity of smart objectives across private and public sectors, academia, and individuals was discussed, emphasising leadership conviction. Crucially, he identified the role of transformative leadership in realising the vision for a smart Bangladesh, where artificial and human intelligence converge as superintelligence. His detailed vision delved into the comprehensive initiative of Smart ID for service delivery. The primary objective is a complete transition to a paperless and personalised system, fostering citizen-centric governance. The ambitious goal of achieving a 40% smart society by 2031 underscores the commitment to leveraging technology for societal advancement.
Md. Shamsul Arefin’s insights centred around collaboration, communication, and a new mindset essential for reducing the sector gap. Stressing that everyone possesses leadership potential, he advocated a mindset shift and transformative leadership. The discussion expanded to the integral role of cooperation between government and private sectors in realising Smart Bangladesh’s objectives. Arefin highlighted the environmental challenges Bangladesh faces, emphasising the need for collaboration to bridge gaps and achieve sustainable development aligned with SDG goals. He also stressed the importance of considering diverse opinions, positioning the private sector as a robust contributor.
PANEL DISCUSSION ON “THE TRIFECTA OF EXCELLENCE: INTEGRITY, COMPASSION, AND CREATIVITY IN LEADERSHIP”
Syed Tanvir Husain, Chief Growth Officer, SSL Wireless, was the moderator of this panel discussion. The distinguished panellists were Rupali Chowdhury, Managing Director, Berger Paints; Nazia Andaleeb Preema, President, Women in Leadership – WIL, Director & Creative Editor, Bangladesh Brand Forum; Asif Iqbal, Group Chief Executive Officer, Hamid Group. They shed light on the complex dynamics of leadership, focusing on the trinity of virtues: Integrity, Compassion, and Creativity.
For Rupali Chowdhury, a leader’s fundamental responsibility is to cultivate an environment that meets set objectives and thrives on integrity. She emphasised that integrity is not a mere choice; it’s a non-negotiable trait. When corruption raises its head, it is imperative to reward human ethics with integrity and compassion. Bending the rules compromises integrity; Rupali advocated for the infusion of creativity to break the monotony, introducing strategies that bring freshness and new skills to the forefront. Integrity, she suggested, is not just a virtue; it’s inherent in leadership. Sustainability can only be maintained through leadership rooted in integrity. Rewards for inclusivity should be embedded in the organisational framework. Integrating virtues is not a mere choice but a necessity. She believes business is about providing the best to employees and doing better for the organisation.
Asif Iqbal delved into the layers of integrity, comprising honesty, ethics, and transparency. According to him, integrity is not just about appreciating what’s good but indicating what is beneficial for the organisation. It should be a top-ranking value, enhancing overall leadership. A leader must navigate integrity’s positive and negative dimensions, making choices that resonate with ethical standards. Daily practice of compassion, coupled with managing disagreements and promoting creativity, is vital for the harmony of any organisation. Asif suggested applying fan framing techniques as a means to enhance creative solutions. Sharing a personal challenge in upholding integrity, Asif Iqbal highlighted the layers of honesty, ethics, and transparency that constitute integrity. It is crucial to take a principled stance, especially when it aligns with what is suitable for the business. Compassion, he noted, should not be a sporadic practice but a daily ritual contributing to leadership and psychological well-being. Equality, he contended, is integral to integrity and encompasses not just organisations but also customers and buyers. Asif believes that the choice of vendors reflects the leader’s integrity.
Nazia Andaleeb Preema emphasised that leaders must be adept at navigating risks, even when choices are unfavourable. A leader’s role within a team extends to creating an environment that values detail and encourages open communication. She asserted that everyone possesses creativity; it is the consistent practice that brings it to the forefront, not just innate talents. In the realm of arts, Preema suggested that intuition and sensibility play crucial roles. Authenticity is not just a requirement but a prerequisite for meaningful outcomes. She emphasised the transformative power of learning and encouraged a belief in one’s ability and surroundings to foster innovation. Encouragement comes from acknowledging that everyone possesses creativity and flaws. Preema believes authenticity is a prerequisite for producing meaningful outcomes and navigating challenges while being mindful of teammates’ needs, a crucial aspect of leadership.
LEADERSHIP MASTERCLASS ON “MASTERCLASS OF LEADERSHIP: INSIGHTS FROM INDUSTRY VETERANS”
Mahtab Uddin Ahmed, Founder & Managing Partner of BuildCon Consultancies Ltd., steered the discussion as the moderator; M. Anis Ud Dowla, Chairperson of ACI Group, was the expert speaker in this masterclass.
Mahtab started the session by highlighting Bangladesh’s remarkable economic position — the 26th-largest global economy. The country is on track to become the 11th largest consumer market by 2031, emphasizing the need for robust leadership to navigate the challenges of such rapid growth. The discussion delved into vital challenges leaders face today, chalking out key areas for improvement, including Leadership and Succession, Talent Development and Retention, Structured Organizations, an Appetite for Innovation, Streamlined Business Processes & Operations, and Robust Branding. Non-negotiable leadership qualities, such as honesty, integrity, hard work, and people-centricity, were emphasised as foundational elements for effective leadership.
Anis Ud Dowla, discussed the necessity for leaders to adapt their vision and lifestyle to meet the demands of the leadership role. Upholding work ethics, maintaining passion and skills, and ensuring integrity were identified as important elements contributing to a leader’s success. The discussion shifted to the importance of quality, ethical practices, and a consumer-centric approach for sustainable growth. M. Anis Ud Dowla highlighted that businesses often fail in the second generation due to various factors, including arrogance, reliance on past resources, lack of creative thinking, and a deficit in integrity. He emphasised the importance of adapting the management style over time, focusing on analysis and continuous improvement. Leaders were reminded that what worked in the past might require a different approach in the future.
PANEL DISCUSSION ON “FUSING FOUNDATIONAL VALUES WITH THE UNRELENTING FORCE OF CHANGE”
Professor Imran Rahman, Vice Chancellor, the University of Liberal Arts Bangladesh; was the moderator for this discussion. The distinguished panellists were Zaraif Hossain, Head of Strategy & Transformation, Transcom Ltd.; Shamsul Arefin Khaled (Anjan), Director, Nourish Poultry & Hatchery Ltd.; Faraaz Rahim, Executive Director, Rahimafrooz Batteries Ltd.; Syed M. Tanvir, Managing Director, Pacific Jeans.
Zaraif Hossain started off the panel by diving into the core values shaping Transcom Ltd., emphasising that the essence of the organisation lies in its value system. He highlighted defining aspects, “Ethics” and “Courage,” which guide the company through pivotal decisions, ensuring alignment with their core principles. Zaraif expanded on the proactive measures the organisation takes to instil values among its workforce, including value-adding workshops. Furthermore, he also talked about the strategic incorporation of AI, not just for efficiency but also for ethical and value-driven decision-making. Transcom is aiming for technology transformation, organisational shifts, and securing the title of the best employer in Bangladesh.
Shamsul Arefin Khaled (Anjan) added that the sentiment of values is pivotal in business success. For him, trust, delicately connected with integrity, is the bedrock of any successful venture. He emphasised the complementary nature of values and that they should work in harmony rather than conflict. The discussion extended to legacy, where Shamsul stressed the importance of preserving the business heritage when transitioning to newer generations. As the business landscape evolves, he highlighted the need for a robust, data-driven and purpose-driven approach. In an insightful revelation, he pointed out that the introduction of AI is not merely a technological shift but a cultural one, too, requiring careful nourishment of corporate culture.
Faraaz Rahim brought a unique perspective as he narrated Rahimafrooz’s journey of upholding integrity during challenging times, emphasising its critical role in steering the company through difficulties. He focused on the inclusive nature of integrity, fostering a culture where creative ideas and initiatives flourish. In navigating the challenges posed by technological advancements like AI, Faraaz sees both opportunities and challenges. The introduction of ChatGPT marked the initial impact of AI, and he sees it as an encouragement for employees to add their creativity to automated processes. AI applications extend to customer care and supply chain decisions, showcasing a strategic integration of technology to build trust and market reliability.
Syed M. Tanvir brought a wealth of experience from Pacific Jeans, shedding light on innovative strategies. He illuminated the impact of AI on Transcom Beverages, where data analysis time was drastically reduced through the application of AI models. He elaborated on the company’s forward-thinking approach, leveraging AI to stay ahead in an ever-evolving market. The focus on strategies preparing for the next 3-5 years underscores the importance of long-term planning and sustainability.
The panellists emphasised the foundation of leadership, where strong values in ethics and courage are essential to lead effectively. They highlighted the importance of guiding decisions with values as a compass, ensuring rapid and sound decisions while upholding integrity. In an era of uncertainty, the consensus was on being data-driven and purpose-driven for sustained success. Cultural shifts were deemed vital for both national and industrial growth amidst new challenges. The panellists highlighted the significance of teamwork, innovation, and inclusivity for building organisational excellence. They stressed the need to embrace technology transformation, strategic shifts, and organisational change for effective adaptation. The panellists’ insights serve as a guide for leaders seeking to navigate the intricate interplay between values, innovation, and technological evolution.
PANEL DISCUSSION ON “BLUEPRINTS OF LEADERSHIP: INSIGHTS FROM INDUSTRY TITANS ”
Afroz Jalil, Impact Coach; Strategic Lead and Partner, Nammcon Consultancy Ltd., Former Country Manager, Roche Bangladesh, was the moderator for this panel. The distinguished panellists were Aameir Alihussain, Managing Director, BSRM Group; Sabbir Hasan Nasir, Executive Director, ACI Logistics Ltd. (Shwapno); Mohammad Faizur Rahman, MD & CEO, United Hospital; Munawar Misbah Moin, Group Director, Rahimafrooz Bangladesh.
Aameir Alihussain kickstarted the panel by sharing insights into the necessity of innovation amid the breakneck pace of global transformation. For him, innovation isn’t just a buzzword; it’s the lifeline that sustains an organisation. His emphasis on cultivating a professional structure and fostering a culture where ideas flow seamlessly reflects a commitment to perpetual evolution.
Shaping the discourse on healthcare, Mohammad Faizur Rahman shared a vision where access, affordability, and quality work together seamlessly. As the overseer of a vast and complex healthcare network, he recognises the transformative potential of Artificial Intelligence (AI). Yet, he cautions that the journey toward AI integration demands not just technological finesse but, more crucially, a robust framework for data sharing and collaboration. It is a delicate dance between technological advancement and the human touch that defines quality healthcare.
Munawar Misbah Moin brought a unique point of view to the conversation, emphasising the crucial role that leadership plays in steering an organisation through large-scale transformation. In his view, a leader’s effectiveness lies not just in strategy but in fostering open communication and adaptability. A steadfast leader, according to Munawar, is the backbone for ushering in a new era in family-owned enterprises, ensuring they do not succumb to stagnation.
Sabbir Hasan Nasir introduced a model where collaboration becomes the hub for Bangladesh’s triumphs. His advocacy for a collaborative advantage, especially in a landscape dominated by data-driven technologies, reiterates the essence of collective growth. Sabbir champions a workplace where technology is not just a tool but a companion in helping to create a more engaging, productive, and ultimately, more fulfilling work environment.
This panel discussion provided a canvas for these experts to paint their images on how to navigate disruption. From Aameir Alihussain’s call to embrace innovation as a cultural ethos to Mohammad Faizur Rahman’s plea for a balanced integration of AI in healthcare, Munawar Misbah Moin’s emphasis on adaptive leadership, and Sabbir Hasan Nasir’s advocacy for collaborative advantage—each thought contributed to a masterpiece of resilience, innovation, and collective success in the face of change.
INSIGHT SESSION BY ERCÜMENT POLAT
Ercüment Polat, Chief Executive Officer, United Aygaz LPG Ltd., delivered a captivating insight session, explaining the complexities of effective leadership and organisational dynamics. Polat commenced the session by underscoring the critical role of self-awareness in a leader’s journey to efficiency and success. According to him, a deep understanding of one’s strengths and weaknesses forms the bedrock of effective leadership.
Drawing on a powerful metaphor, Polat introduced the concept of the “iceberg of ignorance.” Senior management, he explained, often sees only a fraction of organisational challenges, with the majority lying beneath the surface. This analogy emphasised the need to dive into underlying issues for holistic problem-solving. He advocated for leaders to spend quality time with their colleagues. This collaborative approach enhances teamwork and enables leaders to recognise and nurture their teams’ diverse talents and strengths. A leader’s responsibility includes bridging the gap between the current reality and the envisioned future. This necessitates self-awareness and a keen understanding of one’s capabilities in steering the organisation toward its goals.
Originality emerged as a recurring theme in Polat’s insights. He warned against the pitfalls of copying others, emphasising that true fulfilment and success come from embracing one’s uniqueness and contributing something unique to the organisational ecosystem. He prioritised the indispensable attributes of courage, belief in people, truth-telling, and a willingness to take risks. He portrayed leaders as catalysts for positive change, encouraging them to navigate uncharted territories confidently. In a departure from the hero-centric narrative, Polat stressed the significance of teams over individual heroes. According to him, effective leadership fosters a culture of collaboration and mutual support, where teams work together to achieve collective goals.
Polat shared a compelling leadership story highlighting the value of thinking globally while acting locally. This approach involves fostering global partnerships while adapting strategies to align with the nuances of local contexts. His experiences, spanning from Turkey to Bangladesh, showcased the effectiveness of this global-local leadership ecosystem. Polat concluded that the ultimate battle in leadership is against ignorance. He urged leaders to be perpetual learners, seeking knowledge from diverse sources to overcome challenges and lead their organisations effectively. Ercüment Polat’s insight session guided leaders in navigating the complexities of the modern business landscape. His insights offered a roadmap for mastering the art of leadership in a dynamic and ever-evolving world, from the importance of self-awareness to the imperative of collaboration and the challenges of ignorance.
BANGLADESH C-SUITE AWARDS GALA
The second edition of Bangladesh C-Suite Awards, Presented by American International University-Bangladesh (AIUB), Powered by Summit Communications Limited, In Association with BSRM and The Daily Star and In Collaboration with Aspire to Innovate (a2i), Smart Bangladesh Network and Nammcon Consultancy Ltd honoured 28 top executives from the business fraternity of Bangladesh to recognise and celebrate the onus and accomplishments of Bangladeshi business leaders. This esteemed award honoured corporate executives in Bangladeshi business who exemplify integrity, insist upon excellence, earn the trust of others, and have built a competitive organisation. The gala night was attended by more than 350 business leaders, experts, and professionals.
This year, more than 100 nominations from 35 organisations were submitted in 22 distinguished categories. The categories featured all the different roles of C-suite management, including diverse industries like the corporate and development sectors. A distinguished advisory board comprising the country’s top category experts rigorously judged the submissions from 35 organisations before selecting the ultimate winners in each category. Additionally, on behalf of Bangladesh Brand Forum, the prestigious award was presented in three additional categories. Bangladesh Brand Forum also launched the second edition of its bi-monthly magazine ‘CEO Review’ on the occasion.
