Published: 12:00 AM, 09 October 2026
ICT Cadre Service: A Demand of Current Times or a Future Trapped in Files?
Md. Nazmul Huda Masud
In the 21st century, technology is no longer a luxury for the state it is a core pillar of governance. From citizen services and national security to banking, healthcare, education, taxation, immigration, ports and communications, almost every critical function of modern government now depends on information and communication technology (ICT).
Artificial intelligence, cloud computing, big data, cybersecurity and automation are further transforming the way states operate. Technological capacity is increasingly becoming a measure of national capacity itself. Bangladesh, too, has embraced this transformation. The vision has evolved from Digital Bangladesh to Smart Bangladesh, accompanied by rapid expansion of digital public services and technology-driven governance.
But one fundamental question remains: As the state becomes increasingly dependent on technology, does Bangladesh have a sufficiently strong, professional and sustainable institutional structure to manage that technology?
This brings us to the long-standing demand for a dedicated ICT Cadre/Service.
For years, government ICT professionals have been calling for a structured career framework, clearly defined responsibilities, professional development opportunities and a predictable promotion ladder. The demand for a separate ICT Cadre/Service was publicly raised again in 2024.
A significant development came in 2025, when the Public Administration Reform Commission included Bangladesh ICT Service among its proposed 12 cadre services. This was an important recognition that ICT is no longer merely a technical support function; it is an essential component of modern state administration.
Yet the question remains: Why is implementation still taking so long?
Administrative reform is undoubtedly complex. It involves ministries, departments, recruitment rules, positions, promotion structures, seniority, financial implications and institutional coordination. But complexity should not become a permanent justification for delay because technology moves much faster than administrative files.
A technology considered cutting-edge today can become outdated within a few years. A cyber threat that appears manageable today can become a serious national security challenge tomorrow. With artificial intelligence, quantum computing, generative AI, cloud infrastructure, the Internet of Things and increasingly sophisticated cyberattacks reshaping the threat landscape, technological weakness can have consequences far beyond the failure of an individual project.
It can disrupt essential public services, expose sensitive information and undermine national security.
Bangladesh already has ICT professionals working across various ministries, departments and public institutions. They are managing networks, databases, software, cybersecurity, digital services and critical infrastructure. Yet ICT manpower remains dispersed across different organizational structures, job titles and recruitment frameworks.
This fragmentation makes it difficult to develop a coherent national ICT workforce strategy.
This is where a dedicated ICT Service could make a fundamental difference.
An ICT Service should not simply mean creating another cadre. It should establish a long-term professional ecosystem for the country's technological leadership one that includes a clear career ladder, specialized training, continuous professional development, technical leadership, inter-agency coordination and accountability.
An ICT professional is not simply a computer operator or technical support provider. Depending on expertise, an ICT officer may be a systems architect, software engineer, database administrator, cloud specialist, network engineer, cybersecurity professional, data scientist or digital transformation expert.
Yet ICT is still too often treated as a support function rather than a strategic function of government.
That mindset must change.
In a technology-driven state, ICT professionals should be involved in policymaking from the beginning—not called only when a technical problem emerges. There is another compelling reason to establish a professional ICT Service: talent retention.
The global demand for ICT professionals is exceptionally high. Skilled professionals have opportunities far beyond the public sector. If government service does not provide adequate recognition of technical expertise, career progression, professional development and opportunities for leadership, retaining highly skilled ICT personnel will become increasingly difficult.
The consequences could be costly.
The state may become increasingly dependent on external consultants and project-based specialists to build and maintain critical digital systems. Such dependence is not only financially expensive; it can also create institutional and strategic vulnerabilities. Bangladesh has discussed the need for dedicated ICT technical positions and a professional ICT cadre for many years. Therefore, the concept is not new. What is needed now is to transform a long-standing discussion into an implementable institutional framework.
However, implementation must be carefully designed.
Simply renaming positions or merging existing ICT posts into a new service will not be enough. A successful ICT Service requires merit-based recruitment, modern service rules, recognition of professional certifications and expertise, continuous training, performance-based career progression, technical leadership opportunities and clearly defined responsibilities.
The position of existing ICT professionals must also be considered fairly. Many have spent years building, operating and protecting government ICT infrastructure. Their experience, institutional knowledge and professional contributions should be recognized rather than overlooked during the transition to a new structure.
Most importantly, the ICT Service should not be viewed as a benefit for a particular professional group. It should be viewed as a national capacity-building initiative.
Today, Bangladesh speaks of AI-driven government, paperless offices, cashless services, smart infrastructure and digital public services. But none of these ambitions can become sustainable without permanent technological leadership within the government.
A project eventually ends. Technology does not.
When a project is completed, the need for skilled professionals does not disappear. Someone must maintain the system, secure the data, manage emerging threats, upgrade the infrastructure and ensure that the technology continues to serve citizens effectively.
Therefore, the time has come to move beyond repeated discussions and committees and develop a clear, time-bound roadmap for establishing the ICT Service. The relevant ministries and agencies including the Ministry of Public Administration, Finance Division, Bangladesh Public Service Commission and ICT-related institutions should work together to resolve administrative, financial and structural issues. The Public Administration Reform Commission's recommendation can provide a valuable foundation for developing an effective and implementable framework.
Because the question is no longer simply:
Will Bangladesh have an ICT Cadre?
The bigger question is: Will Bangladesh build the institutional capacity required to manage its technological future?
A country does not become smart simply by using the words Smart, Digital or Innovative in policy documents. A truly smart state is built on skilled people, strong institutions, secure technology and long-term policy commitment. Bangladesh now needs to make a decision.
Let there be consultation. Let there be structural review. Let necessary reforms take place. But there should be no more unnecessary delay.
A professional, accountable and future-ready Bangladesh ICT Service should be established through a well-planned and transparent process because the technological future of Bangladesh cannot remain trapped in administrative files.
The time has come to move forward as a vision to technological capacity as a permanent institution.
Md. Nazmul Huda Masud is an
engineer at Special Branch (SB), Bangladesh Police & Joint Secretary, Bangladesh Computer Society.
