Can Bangladesh establish a common workplace culture?

You arrive at a private-sector office for a 10 am meeting. The lobby is spotless, the décor polished, yet the person you are meeting shows up at 10:15 am with an apologetic smile: "Sorry, the traffic was insane today."

At a government office, the same 10 am appointment might stretch to 11:15 am When you ask, the guard says, "Sir ekhono ashen ni. Oikhane wait koren." (Sir has not arrived yet; please wait.)

In a development organisation, the rhythm is different—more flexible than corporate, yet more structured than public offices, shaped by donor documentation, consensus building, and endless workshops.

These are the daily realities of thousands navigating distinct professional universes—often in the same city, sometimes on the same street. Yet a shared baseline for workplace culture across sectors could unite all in progress.

One country with differing timetables

Time is the simplest place to begin. In private offices, meetings start and end on time and stay on point. In NGOs, discussions stretch as teams seek consensus, tell stories, and document everything for donors. In government offices, timing follows a more philosophical rhythm—work begins only when the "right person" appears.

The divide shows up even more clearly in communication. The private sector and INGOs rely on emails, bullet points, and slides, while government offices communicate through memos, letters, file movements, signatures, desk-to-desk journeys, and documentation designed for accountability and audits. A corporate manager might ask, "Can we close this today?" and a public officer might reply, "Why did you not write 'Honourable' before my name and 'Sir' after?"

Uniformity does not mean public offices should mimic corporate operations, nor that corporations must adopt bureaucratic norms. Rather, it represents a shared commitment to a foundational framework tailored to Bangladesh's unique context—one that allows sectors to collaborate effectively and harmoniously.

Leadership styles reveal the gap even further. Corporate leaders talk about strategy, innovation, KPIs, and culture. NGOs focus on beneficiaries, activities, and funds spent, surviving on black coffee and mid-week burnout while attending workshops on agility, inclusion, and change management. Public-sector leaders concentrate on rules, procedures, authorisations, and systemic continuity, where one signature can trigger an audit, one oversight can break a procedure, and one decision can result in an unwanted posting. 

Each group holds valuable institutional wisdom, yet none speaks the other's language.

Why this matters

Having worked across development, corporate, and government sectors, I've realised they speak different professional languages—and this gap slows collaboration. A country cannot move efficiently when its workforce operates under incompatible expectations of time, communication, professionalism, and accountability.

We see it everywhere: a private officer emails at 11:59 am, expecting a reply by noon; a government officer responds weeks later, sometimes with a handwritten note. A corporate team needs a congratulatory letter in 30 minutes; a government file requires 12 signatures and 24 days. Private staff panic when WiFi drops for five minutes; public staff shrug when the server is down all afternoon.

Individually, these moments are amusing. Together, they reveal a deeper truth: our systems work efficiently on their own, but poorly with each other.

Framework for a common workplace culture

Uniformity does not mean public offices should mimic corporate operations, nor that corporations must adopt bureaucratic norms. Rather, it represents a shared commitment to a foundational framework tailored to Bangladesh's unique context—one that allows sectors to collaborate effectively and harmoniously.

This framework could include elements that foster hope, coordination, and collective effort, such as:

1. Time discipline: A shared respect for time across corporations, NGOs, and government offices is needed. It includes promoting punctuality and efficiency in all interactions.

2. Professional communication: A commitment to clear and respectful communication that transcends unnecessary hierarchies. This involves providing concise instructions and using accessible language and formats. The goal is ensuring that all citizens, regardless of background, can easily comprehend and engage with the information.

3. Ethics and transparency: A steadfast dedication to integrity, which entails steering clear of shortcuts, hidden fees, and ambiguous "rules" that can frustrate and exhaust both citizens and businesses. Transparency should be the norm.

4. Service attitude: An unwavering commitment to dignity and respect in every encounter, whether at a bank counter or in a government office. Every citizen deserves to be treated with honour and care.

5. Inclusive leadership: A visionary leadership is required. One must lead by example and cultivate an environment of respect, not fear. This includes comprehensive leadership training designed to unify principles across various sectors.

6. Gender safety: A universally upheld standard where every woman can feel secure and protected in any workplace. This standard requires proactive measures to ensure women's safety, eliminating the need for them to negotiate their fundamental rights to safety and respect.

By embracing these elements, we can build a collaborative environment where sectors thrive together, reflecting the true spirit of unity in Bangladesh.