Degrees Aren’t Enough: Why Continuous Upskilling Is the New Career Currency

In today’s fast-changing world, simply holding a degree—even from a prestigious institution—is no longer enough to guarantee career success. A degree may open doors, but it won’t keep them open unless it’s backed by relevant, evolving skills.

Recent data paints a sobering picture: 23% of Harvard MBA graduates are struggling to secure jobs. If even the most elite credentials don’t automatically translate into opportunities, what does that tell us about the current job market? The reality is clear—degrees signal potential, but skills prove capability.

The rise of AI agents as our new “virtual colleagues” only accelerates this shift. AI is rapidly taking on routine tasks, reshaping industries, and redefining what human talent is most valued for. Adaptability, creativity, emotional intelligence, and problem-solving are no longer “soft skills”—they’re the hardest currency in the workplace. Professionals who continuously upskill, especially in areas that complement AI rather than compete with it, will be the ones who thrive.

Upskilling is not just about learning technical tools or digital skills—it’s about cultivating a growth mindset. The ability to learn, unlearn, and relearn will separate those who stay relevant from those who risk obsolescence.

The bottom line is this: a degree may get you noticed, but upskilling will keep you indispensable. In a world where AI agents sit alongside us in the workplace, the winners will be those who commit to lifelong learning and adaptability.

Localisation Beyond Words: Building Genuine Power and Trust in Development

Localisation in development is more than a buzzword—it is a call for meaningful action that shifts power, trust, and resources to local actors. While many international donors and organisations claim to prioritize local leadership, decision-making often remains concentrated in the Global North, limiting the ability of local partners to drive their own agendas.

True localisation requires more than transferring funds; it demands trust and genuine authority. Local actors must be empowered not just to implement projects, but to shape strategies, make key decisions, and define priorities based on their unique context and expertise.

Equally important is respecting and valuing local knowledge. Too often, “capacity building” is framed as Northern organisations teaching Southern partners, overlooking the wealth of experience, innovation, and insight already present in local contexts. Genuine partnerships recognise that knowledge flows both ways, creating opportunities for mutual learning and stronger, more sustainable solutions.

Without these deeper shifts, localisation risks becoming another donor-driven trend rather than a genuine movement for change. For development to be truly transformative, it must center local leadership, trust, and expertise—not just rhetoric.

In short: localisation is not about delegating tasks—it’s about rebalancing power, fostering equity, and building partnerships that genuinely work for local communities.

From Aid to Investment: Unlocking Sustainable Growth in Developing Economies

Recent trends in development funding show a clear shift: investment, rather than aid, is becoming the primary driver of capital and support for developing countries. This shift underscores the need for nations to focus on attracting resources that can fuel enterprise growth, innovation, and long-term economic resilience.

While aid continues to play a critical role—addressing urgent needs and building foundational capacity—sustainable development increasingly depends on the ability to attract investment, scale businesses, and create dynamic private sector ecosystems. Countries that succeed in drawing both domestic and foreign investment are better positioned to generate jobs, strengthen industries, and integrate into regional and global markets.

Achieving this requires more than capital alone. Regulatory reforms, infrastructure improvements, and strong governance are essential—but equally important is a mindset shift. Nations and enterprises must move from dependence on external assistance to proactively engaging investors, demonstrating competitiveness, and fostering innovation. A culture that embraces risk-taking, accountability, and performance is key to attracting long-term investment.

Ultimately, the message is clear: aid can support foundational needs, but investment drives growth, resilience, and self-sufficiency. By strengthening standards, improving productivity, and creating environments where capital can flow effectively, developing countries can unlock their full economic potential and achieve lasting prosperity.

The Two Epic Imperatives Every Organisation Must Master to Thrive

In today’s fast-changing world, all organisations face two epic imperatives that determine their ability to thrive and sustain success.

The first imperative is the ability to create a high-trust culture—one that attracts, retains, engages, and inspires the best talent. In the ongoing war for talent, organisations that foster trust, transparency, and psychological safety not only win the loyalty of their people but also unlock their full potential. Employees who feel valued and empowered are more likely to innovate, collaborate, and drive the organisation forward.

The second imperative is the ability to collaborate and innovate effectively. In an era defined by disruption and rapid change, staying relevant requires more than incremental improvements. Organisations must harness collective intelligence, break down silos, and embrace creative problem-solving to deliver products, services, and solutions that meet evolving market demands.

The bottom line is clear: without mastering these two imperatives, sustained success becomes nearly impossible. High-trust cultures fuel engagement and resilience, while collaboration and innovation ensure adaptability and relevance. Together, they form the foundation for organisations to not just survive—but to thrive—in our new world.

In short, winning the war for talent and staying ahead in a disruptive world are not optional—they are existential. The organisations that recognise this and act decisively will be the ones shaping the future.

From Ideas to Impact: Cultivating a Culture of Creative Thinking in Organisations

Fostering a culture of creative thinking within an organisation is not just a nice-to-have—it’s essential for sustained productivity, innovation, and long-term growth. In today’s rapidly changing business landscape, organisations that fail to encourage creativity risk stagnation, while those that embrace it unlock new opportunities and competitive advantage.

Creative thinking sparks the generation of new ideas, innovative solutions, and adaptive approaches to challenges. Yet, ideas alone are not enough. Even the most brilliant concepts require careful nurturing to transform into tangible impact.

A structured process is key. Ideas need time to incubate, undergo early testing, be refined through development, and finally mature before they can be scaled for maximum effect. Organisations that implement such a process not only increase the likelihood of successful innovation but also create an environment where employees feel empowered to experiment, take risks, and contribute their unique perspectives.

Moreover, fostering creative thinking is not solely about formal processes—it’s about mindset. Leaders play a crucial role by encouraging curiosity, embracing failure as a learning opportunity, and recognising contributions, no matter how small. Teams that feel psychologically safe to share ideas freely are far more likely to push boundaries and challenge the status quo.

Ultimately, a culture of creative thinking turns potential into performance. When ideas are systematically nurtured and scaled, organisations can achieve breakthroughs that drive lasting growth, resilience, and relevance in a complex world. 

Bangladesh’s Online Learning Boom: Will It Produce True Young Entrepreneurs?

Over the past few years at work, I’ve spent countless hours scoping and visiting various enterprises, attending investment forums and workshops, and exploring social media and other online sources—not for leisure, but as a deliberate part of my role in social enterprise, entrepreneurship, and impact investing. My goal was to understand the latest trends shaping the enterprise ecosystem, entrepreneurship, and digital skills in South Asia, particularly in Bangladesh. What I discovered was both exciting and concerning: while there is a growing wave of accessible digital knowledge and entrepreneurial ambition, significant gaps remain in practical application and sustainable business development—challenges that many aspiring entrepreneurs continue to face.

A striking trend in Bangladesh’s digital landscape is the explosion of paid and free courses. Everywhere you look, people are offering training, challenges, and bootcamps—often with very attractive offers. Many of these programs provide not only theoretical knowledge but also hands-on guidance: how to build a website, run Facebook ad campaigns, set up pixels, server-side tracking and more.

This is undeniably positive—knowledge is becoming more accessible, and young people are acquiring entry-level digital skills at an unprecedented pace. But here’s the critical question: Is this enough for someone in Bangladesh to become a successful digital entrepreneur and the owner of a profitable business?

From my observation, the answer is not yet. While courses teach tools, the broader digital and online market ecosystem in Bangladesh still faces significant challenges, particularly around trust. Cash-on-delivery remains far more common than pre-payment, signaling that customers are still cautious about online transactions. A few big players, like Daraz and Pathao, have successfully built strong trust and scaled impressively, but for new entrepreneurs, navigating this environment remains challenging.

This points to a deeper issue: Are we equipping young Bangladeshis only with skills—or also with the ecosystem they need to thrive? Technical abilities like website building or ad management are valuable, but without:

• Market trust: Customers confident in digital commerce,
• Investment ecosystems: Access to capital and financial tools to scale ideas, and
• Support networks: Mentors, supply chains, and enabling policies,

…it’s extremely difficult for young entrepreneurs to move from being freelancers to true business owners.

Bangladesh is brimming with entrepreneurial energy, and the rise of digital courses shows a strong hunger to learn. But the next step is crucial: we must strengthen the investment ecosystem, build trust in digital markets, and create structures that allow youth to transform skills into sustainable businesses.

The road ahead is promising. If Bangladesh can connect skills, trust, and investment, we could witness a new generation of entrepreneurs not just running ads, but building profitable, credible, and impactful ventures that reshape the economy. The potential is enormous—but only if we move beyond skills alone and focus on creating the broader ecosystem that enables real entrepreneurial success.