Published: 12:01 AM, 21 October 2026
Meritocracy and Innovative Skills Are Burdens for Underdeveloped Societies
In an ideal society, meritocracy and creativity are considered the driving forces of progress, prosperity and national development. Meritocracy ensures that individuals are rewarded according to their competence, qualifications and performance, while creativity encourages people to challenge established practices, develop innovative ideas and find solutions to complex problems. Yet, in many underdeveloped societies, these two essential qualities often become burdens for those who possess them. Bangladesh offers a revealing perspective on this contradiction, where talented individuals frequently struggle against political favoritism, bureaucratic rigidity, social prejudice and institutional resistance to change.
The problem is not that meritocracy and creativity are inherently unsuitable for developing countries. Rather, the problem lies in systems that reward connections over competence, obedience over independent thinking and conformity over innovation. When institutions fail to recognize talent and originality, capable people become frustrated, organizations lose efficiency and society wastes valuable human resources. The result is a vicious cycle in which underdevelopment reproduces itself by discouraging the very qualities necessary to overcome it.
Bangladesh has made considerable progress in several areas, including economic development, infrastructure, education and the growth of its export industries. Its garment sector, agricultural achievements, expanding digital services and entrepreneurial initiatives demonstrate the determination and ingenuity of its people. However, these accomplishments coexist with persistent structural weaknesses. Unemployment and underemployment among educated young people, uneven educational quality, corruption, political influence in recruitment and limited opportunities for research and innovation continue to raise questions about whether the country is making the best use of its human capital.
In a genuinely meritocratic system, recruitment and promotion depend primarily on relevant qualifications, demonstrated ability, integrity and performance. In a system dominated by favoritism, however, personal relationships, political loyalty, family connections and financial influence may become decisive advantages. When this happens, talented candidates can find themselves competing not only against other qualified applicants but also against individuals who enjoy privileges unrelated to their abilities. Over time, the distinction between deserving and well-connected individuals becomes blurred, undermining public confidence in institutions.
The consequences are particularly serious in a country such as
Bangladesh, where millions of young people invest years in education and preparation for competitive employment. Students work hard to obtain university degrees, prepare for civil service examinations and develop professional skills, expecting that their efforts will lead to meaningful opportunities. When recruitment procedures are perceived as unfair or promotions appear disconnected from performance, disappointment can turn into cynicism. Young people may conclude that hard work alone is insufficient and that cultivating influential connections matters more than developing competence.
Such perceptions can damage the work ethic of an entire generation. When people believe that effort is not rewarded fairly, some lose motivation, others seek patronage and still others consider leaving the country. Bangladesh's continuing challenge of retaining skilled professionals is therefore not simply an economic issue; it is also an institutional one. Although migration can provide valuable income, international experience and remittances, the departure of talented doctors, engineers, researchers, educators and technology professionals can weaken domestic institutions when their expertise cannot be replaced.
Creativity faces a similar predicament. Genuine creativity requires freedom to question conventional wisdom, experiment with unfamiliar approaches and learn from failure. Yet, many educational and professional environments reward memorization, unquestioning compliance and the avoidance of mistakes. Students are often judged primarily by examination results rather than by their ability to analyze problems, communicate original ideas, collaborate or apply knowledge in practical situations. Teachers who encourage independent thinking may face pressure to prioritize standardized outcomes, while students may learn that repeating accepted answers is safer than asking difficult questions.
This culture can continue into professional life. In rigid organizations, employees who suggest new procedures may be perceived as troublesome rather than constructive. Junior officials may hesitate to challenge inefficient decisions made by senior colleagues. Researchers may struggle to secure adequate funding, while entrepreneurs with unconventional ideas may encounter regulatory obstacles, limited access to financing or a lack of institutional support. In such circumstances, creativity becomes a personal risk rather than a recognized professional asset.
Bangladesh cannot build a competitive, knowledge-based economy if originality is treated as disobedience. The global economy increasingly rewards technological innovation, scientific research, design, entrepreneurship and the ability to adapt to rapid change. Countries that create supportive environments for experimentation can develop new industries and improve productivity. Those that suppress independent thinking risk remaining dependent on imported technology, established business models and low-cost labor. For Bangladesh, which seeks to diversify beyond its traditional export strengths, encouraging creativity is an economic necessity.
Political culture and bureaucratic practices also influence whether merit and innovation can flourish. Where institutions become excessively politicized, professional judgment may be subordinated to loyalty. Where decision-making is concentrated in a narrow hierarchy, employees may avoid offering honest criticism. Where accountability is weak, underperformance can persist without consequences. These problems do not mean that every public institution or administrator operates unfairly. They do, however, illustrate why transparent recruitment, objective performance evaluations, institutional independence and effective oversight are essential for sustainable development.
Ultimately, meritocracy and creativity are burdens only in systems that resist fairness, competence and change. For Bangladesh, they should instead become the foundations of a more productive, equitable and resilient future. The country's greatest resource is not merely its population but the knowledge, imagination and potential of its people. Unless institutions create conditions in which ability is recognized and original thinking is encouraged, that resource will remain underutilized.
Bangladesh's development will depend not only on roads, bridges, factories and digital infrastructure but also on the quality of its institutions and the freedom of its people to contribute their best ideas. A nation cannot advance sustainably by discouraging its most capable citizens or silencing those who imagine better ways of doing things. The real burden is not meritocracy or creativity; it is the institutional resistance that prevents them from becoming engines of national progress.
Mahfuz Ul Hasib Chowdhury is a
contributor to different English
newspapers and magazines.
