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Not just at home, explore opportunities beyond national boundary
Grameenphone CEO Yasir Azman urges the young generation at The Daily Star’s The Chief Executive Show powered by Marico
Yasir Azman became the chief executive officer of Grameenphone on February 1, 2020, the first Bangladeshi to hold the position at the country’s largest mobile phone operator. On Saturday, he spoke about his journey to the top, leadership qualities, importance of purpose, passion, ethical standards and values, and opportunities for the next generation at the first episode of the Chief Executive Show.
DS : How was your childhood? You may not have found a role model to follow the footprint compared to the current generation.
Azman : There was nothing like whether we had dreamed to become the CEO and whether I set out and prepared myself keeping that goal in mind. An important thing was to develop values as a human being and develop myself. My parents paid more attention to that.
My father was a journalist. From the very childhood, I got the lessons on how to speak the truth, behave well with people and be humble and respectful.
We had to study. But at the same time, there was an emphasis on sports although I was not deeply involved in sports. To prepare, we were told, one has to become a good human being first. When I look back, I can understand that the concept of being respectful and humble and to be curious to know and reading books were sowed in a bigger way in my childhood.
One can’t advance without education and learning. I did not succeed in getting admission in the first batch of the BBA at the Institute of Business Administration under the University of Dhaka.
I was frustrated. But I did not give up. I planned to pass the bachelor of commerce first and then go for the MBA programmes at the IBA. The preparation for the BBA admission helped me a lot. So, after I passed the Bcom, I quickly got admission to the MBA programme at the IBA.
At our companies, I did not see many Bangladeshis at the top positions who I could follow. But many people were at the senior positions and I learnt a lot from them. The contribution of my organisation and my efforts played a major role in my journey.
DS : Now current generations can look up to you and feel that they can strive and achieve what you have achieved. What are the steps they can take?
Azman : Bangladesh is set to celebrate its 50 years of Independence. I am about 45. People my age are the new generation of Independent Bangladesh and they have achieved various responsibilities at various companies. This is something that was very much expected and we are on the right track. Now, the success of the people like us would depend on if the next generation gets similar opportunities and their confidence builds up.
Apart from Bangladesh, I worked in India, Pakistan and Europe. When I was in Europe, I used to work with nine European and Asian countries. It never came to my mind that Bangladeshis can’t climb the ladder and reach the top at multinational companies. If I talk about education and hard work, we have plenty of resources and people with that resources should come to this stage.
People from neighbouring countries are leading major companies on a global scale. They are working as a model and idol for the new generation. We have the same responsibility.
As we move forward, we have to nurture our leadership. Performance alone can’t bring you to this position. We have to look at the values and ethical standards as a human being and see how personal development takes place, how networking will be done, relationship will be built and leadership culture would develop.
I don’t see why Bangladesh’s talented people can’t move to leadership positions not only in Bangladesh but also outside of Bangladesh. There is a lot of scopes to work in this area.
DS : There is a trend among mid-level managers to migrate to other countries such as the US, Canada and the UK. They are leaving behind good positions and settling at a far lower position. What do you say about this?
Azman : Why should Bangladesh be a factory to supply only unskilled labourers? The unskilled workers are contributing immensely towards our GDP. I have full respect for them. But there are 72 million youth population in our country. Why should we worry about the brain drain?
Our education system, corporate culture and grooming of the next leaders should be such that we should have thousands of people out there working for different organisations. When they leave the country, they should move to higher positions, not to lower positions. They should go, become successful, inspire others to join them and lead organisations. If they get opportunities, they should come back and serve the country.
If they move to other countries but skill development does not take place in Bangladesh, then it would be a problem for us. There should be a pipeline.
Why does an organisation hire somebody from outside of the country to lead its company in Bangladesh? Some kinds of expectation of the board or shareholders of the organisation work behind this. We have moved to today’s positions and this happens when the capability grows to meet the expectations. When we can meet the expectations, this question will not surface.
I hear that many expatriates are working in Bangladesh. There are not many expatriates at Grameenphone like it used to be in the past. Expatriates are working in many other organisations. We have to be prepared for this. We can’t be emotional.
It is not the fault of the expatriates. We have to nurture our resources so that they can take up these responsibilities. I think it is possible and it will happen.
DS : Local talents will migrate if enough opportunities are not created. The general people complain that enough opportunities are not being created. Do you agree?
Azman : In the current fourth industrial revolution, the way the world is transforming driven by digital connectivity, the skills that are being required, the way working culture is changing, the new generation should not just look for enough opportunities in local boundaries. We have to prepare ourselves to compete globally.
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