What would have happened if we had lost the 1971 war?
Nearly two years ago, the Bangladesh Bank issued a letter of intent (LOI) for licensing two digital banks. The process later proved flawed, and the recipients were seen as personally favoured.
I went to my village home a few weeks ago. My uncle, a veteran of the 1971 Liberation War, does not mind paying extra to secure a job for his graduate son.
The Economist once credited effective cash management, also known as transaction banking, as a key reason for Citigroup’s survival during the global financial meltdown in 2008. Citi’s global transaction services earned a lot of recognition for helping the bank manage its assets and liabilities more efficiently.
Across the world, bank mergers or acquisitions are supposed to create added synergy. In our part of the world, however, they are often undertaken out of necessity.
We must learn to protect ourselves from scams.
When the numbers turn red, you feel it before you see it. The office grows quieter. Conversations stop when you walk by.
Thanks to Bangladesh Bank, especially Governor Mansur, I was invited to join the large loan restructuring scrutiny committee set up by the central bank in collaboration with the finance ministry and the Federation of Bangladesh Chambers of Commerce and Industry (FBCCI). Several departments of the central bank also took part regularly.
What would have happened if we had lost the 1971 war?
Nearly two years ago, the Bangladesh Bank issued a letter of intent (LOI) for licensing two digital banks. The process later proved flawed, and the recipients were seen as personally favoured.
I went to my village home a few weeks ago. My uncle, a veteran of the 1971 Liberation War, does not mind paying extra to secure a job for his graduate son.
The Economist once credited effective cash management, also known as transaction banking, as a key reason for Citigroup’s survival during the global financial meltdown in 2008. Citi’s global transaction services earned a lot of recognition for helping the bank manage its assets and liabilities more efficiently.
Across the world, bank mergers or acquisitions are supposed to create added synergy. In our part of the world, however, they are often undertaken out of necessity.
We must learn to protect ourselves from scams.
When the numbers turn red, you feel it before you see it. The office grows quieter. Conversations stop when you walk by.
Thanks to Bangladesh Bank, especially Governor Mansur, I was invited to join the large loan restructuring scrutiny committee set up by the central bank in collaboration with the finance ministry and the Federation of Bangladesh Chambers of Commerce and Industry (FBCCI). Several departments of the central bank also took part regularly.
The financial services industry stands at a decisive moment.
Bangladesh has a money problem. Not the kind where the government cannot pay its bills, but the kind where there is simply not enough capital flowing into the country to fuel real growth.
