Altaf Hossain Uzzal:
A bottle of mineral water and a lesson in political science
The price of a bottle of mineral water changes solely according to where it is sold—five taka in a supermarket, ten in a café, twenty in a restaurant, and twenty-five at an airport. The bottle is identical, the water unchanged, and the brand the same; only the environment differs.
This simple example offers a profound lesson in political science: a person’s value is often shaped by where they are placed, the environment in which they work, and the company they keep.
A gifted individual can become ineffective in the wrong setting, while an average person may perform exceptionally when supported by the right environment. Unfortunately, Bangladesh has long suffered from a political culture that consistently places the wrong people in the wrong positions.
Across leadership selection, institutional governance, administrative appointments and state structures, influence often outweighs merit, loyalty is prioritised over competence, and flattery over creativity. This raises a critical question: are we merely replacing individuals, or are we transforming the systems and environments in which they operate?
The crisis of leadership selection in Bangladesh: Is the party above the State?
Political loyalty versus state competence
Public experience suggests that political loyalty frequently takes precedence over competence in leadership selection. This practice has spread far beyond party politics, affecting the civil service, education, banking, healthcare, local government and the corporate sector. As capable professionals are marginalised, opportunists rise, often to the detriment of public interest.
When internal party dynamics eclipse state responsibility
Factionalism, lobbying and inner-party calculations commonly dominate leadership decisions, while policy expertise, administrative capability and crisis-management skills receive limited attention. When leaders are defined solely by party allegiance, the broader interests of the State inevitably suffer.
The consequences of leadership failure
The absence of suitable leadership leads to:
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weak policy formulation
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politicised state institutions
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declining quality of public services
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increased corruption
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suppressed creativity
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lack of long-term planning
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erosion of public trust
In such circumstances, change becomes cosmetic—a mere reshuffling of positions without meaningful institutional or policy reform.
Institutional leadership: a persistent structural weakness
One of the most enduring obstacles to Bangladesh’s development is its failure to appoint capable individuals to head key institutions.
Political dominance over administration
Institutional leaders are often chosen not for their experience, integrity or vision, but due to political affiliation, personal recommendations or proximity to powerful networks. As a result, many institutions function as extensions of political interests rather than drivers of national progress.
The cost of misplaced leadership
Appointing unsuitable individuals to senior roles results in:
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demoralisation of skilled professionals
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stagnation in research and innovation
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growth of nepotism and unethical practices
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deterioration of service quality
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toxic workplace cultures
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erosion of integrity
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institutional inefficiency
Universities, hospitals, banks and public offices continue to bear the consequences. A university cannot nurture national talent without academic leadership, and a hospital cannot serve the public if authority outweighs compassion.
Creativity and leadership: lessons from developed nations
How successful states advance
Countries that have progressed sustainably have prioritised research, innovation, competent leadership and accountability. Philosophers, educators, technocrats, economists, scientists, cultural thinkers and ethical leaders have played decisive roles in shaping public policy and governance.
Bangladesh’s creativity deficit
Bangladesh possesses no shortage of creative minds, yet political interference, a culture of patronage, inadequate funding, bureaucratic complexity and limited infrastructure prevent them from thriving. Consequently, many excel abroad while remaining underutilised at home.
Why creative individuals matter
Creative minds are indispensable because they:
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generate innovative solutions during crises
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balance tradition with modernity
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expose social contradictions and injustices
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offer ethical and visionary leadership
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promote long-term national planning
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advanced education, technology and the economy
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enhance global competitiveness
Environment, association and opportunity: why talent is lost
Bangladesh’s most damaging reality is an environment where loyalty often matters more than merit, making it difficult for talent to survive.
Hostile institutional environments
Corruption, politicised networks, organisational weakness, limited respect for innovation and underinvestment in research create conditions in which talent cannot flourish.
The impact of an unsuitable professional company
Even capable teachers, officers, entrepreneurs or researchers become demotivated when surrounded by indifference, irresponsibility and flattery-driven politics. Over time, excellence gives way to inertia.
Inequitable access to opportunity
Opportunities are seldom distributed fairly. Competent individuals are overlooked, while those with political connections often advance regardless of capability. The result is a gradual erosion of the State’s human capital.
What must change: three essential reforms
First, Bangladesh must establish merit-based leadership selection. Integrity, competence, policy knowledge, crisis-management skills, foresight, empathy and technological literacy must take precedence over political identity.
Second, the appointment of institutional heads must be transparent. Independent professional evaluations, neutral selection boards, accountability mechanisms and impartial oversight are essential.
Third, creative minds must be meaningfully integrated into state governance through research funding, innovation-friendly environments, university–industry–government collaboration, and national strategies to address brain drain.
Conclusion: changing the soil
Just like the bottle of mineral water, a person’s value is shaped by context. A nation that persistently places unsuitable individuals in positions of authority risks its future.
Bangladesh’s development is no longer merely an economic challenge. It hinges on two fundamental principles: placing the right person in the right place, and embedding creativity at the heart of state institutions.
As the saying goes, where flowers do not bloom, the soil must be changed. For Bangladesh, the time has come to change the soil—to realign vision, values and governance priorities.
(The writer is a teacher, poet and columnist).
