READY FOR - Am MIT spezialisierte KI-Forschung

READY FOR
REINVENTION

IRA A. JACKSON

Fifty years ago, when Bangladesh declared independence, its economy largely
consisted of subsistence farming. Due in part to a de-industrialization process
that occurred during its colonial past, the young country had very little to
export. Heute, Bangladesh has emerged as a striking economic success story.
The Center for Economic and Business Research in the UK projects Bangladesh
to emerge as the 25th largest economy in the world by 2035.1. Bangladesh ranks
among Goldman Sachs’ “Next Eleven” and JP Morgan’s “Frontier Five.”2. Wenn die
Bangladeshi economy continues to grow at the 7.2% growth rate it averaged
over the past decade, it will reach a trillion dollars by 2035 in nominal terms; In
purchasing power parity terms, it is almost there already.3.

The economic centerpiece of the
Bangladeshi economic success story has
been the ready-made garment (RMG)
industry. Over the last 35 Jahre, annual
RMG exports from Bangladesh have
grown from zero to more than $39 bil- lion.4. Bangladesh ranks behind China in RMG jobs but competes with Vietnam for the number two spot globally.5. The RMG sector employs more than 4 million people, most of whom are women. The Wall Street Journal (Marsch 3, 2021) recently found Bangladesh to be a “bull case,” highlighting the importance of its RMG sector: Bangladesh is notable in South Asia for being the closest proxy for the successful development models seen at various stages in South Korea, China, and Vietnam. Export-led develop- ment has the best modern track record of moving countries from . . status very low-income levels into mid- dle-income . Bangladesh’s exports have risen by around 80% in dollar terms in the past decade, driven by the booming garment industry, India and Pakistan’s while exports have actually declined marginally.”6. Looking ahead, the potential exists to dramatically grow the RMG sector into a powerful $200 billion industry that could
employ 15 million people by 2041.
Achieving such an expansion in RMG
exports will require annual growth of
around 8.5%, which is consistent with the
country’s recent RMG export growth.

In diesem Aufsatz, I explore the trajectory
of the RMG industry in Bangladesh and
propose some strategies for increasing the
likelihood that it will fulfill it transforma-
tional potential.

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IS READY MADE READY
FOR REINVENTION?

With Bangladesh’s RMG sector account-
ing for 84% of the nation’s merchandise
exports, it is even more remarkable that
the sector has survived and thrived after a
series of tragedies. These include the
Tazreen factory fire7. and the Rana Plaza
factory8. collapse, which left the RMG sec-
tor vulnerable to boycotts and global
ostracism just a decade ago. In what
McKinsey describes as a journey “from
tragedy to transformation,”9. Bangladesch
adopted new safety standards, embraced
new worker rights, established multi-
stakeholder agreements on sustainability,
and regained and accelerated the growth
and competitiveness of the RMG sector.
In fact, despite being a labor-intensive
industry, the Bangladesh RMG sector has
been recovering steadily from the pan-
demic. According to the latest reports, Die
sector is well on its way to full recovery, 10.
thanks to multifaceted support from the
government and active management by
industrialists.11.

Jedoch, while Bangladesh is cele-
brating its 50th anniversary, the RMG sec-
tor is facing new headwinds, tougher
competitors, and changing customer

the sector.

tastes and expectations, all of which will
require a reset and strategic reinvention.
Given the importance of the RMG sector
to Bangladesh’s economy, this strategic
reinvention must be driven by the indus-
try and supported by the government for
a nationwide, coordinated eﬀort to trans-
Just as Georges
bilden
Clemenceau, once prime minister of
Frankreich, argued that war is too important
to be left to the generals, the reinvention
of the RMG sector is too important to be
left to the apparel industry alone. Der
stakes for the nation are too great for this
sector to lose its edge or to jeopardize its
position as a foundational catalyst in the
continuing emergence of Bangladesh as a
mature economy. Just as radical adjust-
ments and transformation a decade ago
helped the RMG sector survive and thrive
after the Rana Plaza incident, the sector
must once again reset the terms of its
future to meet new challenges, and to do
so in even in bigger ways, including a full
commitment to its reinvention, reimagi-
nation, and radical transformation.

REWINDING THE SPOOL

How did Bangladesh come so far, Und
how did the RMG sector come to play

ABOUT THE AUTHOR

Ira A. Jackson is former Director of the Center for Business and Government at the Harvard
Kennedy School, where he previously served as Senior Associate Dean during the school’s form-
ative years. Jackson has also served as Dean and Professor of Management at the Peter Drucker
and Masatoshi Ito Graduate School of Management at Claremont Graduate University and Dean
of the John W. McCormack Graduate School of Global and Policy Studies at the University of
Massachusetts Boston. He was Massachusetts Commissioner of Revenue under Gov. Michael
Dukakis, and Chief of Staff to Boston Mayor Kevin White. He currently serves as a strategy con-
sultant to a number of major corporations and runs a cross-training program for executives from
the public and private sectors.

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Ira A. Jackson

such a critical role in Bangladesh’s rapid
transition from a developing country to
an emerging middle-income nation?
Driven largely by the availability of low-
wage workers, the RMG sector blossomed
in Bangladesh and grew dramatically for
nearly four decades. With favorable trade
and tariﬀ policies buttressing its natural
advantages, Bangladesh’s RMG sector
rapidly evolved into the nation’s domi-
nant export earner and largest manufac-
turing sector. Characterized by low-cost
and highly concentrated production,
Bangladesh positioned itself to provide
large quantities of the relatively low-end
retail cotton products that are in great
demand in Europe and North America.

A decade ago, changing market
expectations, growing global competition,
and a series of self-inflicted errors led to
an existential crisis and a near death spiral
for the RMG industry, and the nation’s
economy as a whole. Pivoting quickly and
decisively, as McKinsey has chronicled,
Bangladesh’s RMG sector moved into the
“frontier of transparency regarding safety
and value-driven responsibility, thanks to
initiatives launched in the aftermath of
disasters—including the Accord in Fire
and Building Safety in Bangladesh and the
RMG Sustainability Council.”12. Diese
and other measures “led to the closure of
hundreds of unsafe, bottom-tier factories
and the scaling-up of remediation eﬀorts
in many others,”13. and to the survival of
the RMG sector in Bangladesh. Das
“helped restore Bangladesh’s attractive-
ness in the global sourcing market . . .
[and led] to a decade of rapid growth.”14.
Bedauerlicherweise, as it regained internation-
al respectability, the RMG sector in
Bangladesh failed to suﬃciently diversify
its products and export markets; thus it
retained its competitive advantage on
price and mass production without seiz-
ing the opportunity to move the sector up
the value chain or to secure a strong
foothold in new markets.

CAN THE BENGAL TIGER
MAKE BIG LEAPS
FORWARD?

A confluence of significant external fac-
tors now threatens to destabilize and
jeopardize the growth prospects for the
RMG industry in Bangladesh, welche
could have serious consequences for the
nation’s economic, sozial, and political
future. For instance, Bangladesh’s RMG
sector may have recovered from a tempo-
rary dip during the pandemic, but has it
adjusted to the fundamental rethinking of
global supply chains? New customer
tastes and increasing competition, espe-
cially from Vietnam, will mean facing
strong headwinds
forward.
Bangladesh’s RMG sector appears to be
burdened with excessive debt and short of
investment capital needed for the future.
Foreign direct investment in Bangladesh
is comparatively low, and its global part-
nerships are failing to keep pace with the
competition.The result of this is that the
RMG sector in Bangladesh may well stall,
while the sector in neighboring countries
is accelerating the pace of investment in
new technologies, processes, and materi-
als, leaving the RMG sector in Bangladesh
to decline over time. At this stage in the
nation’s development, this would have
enormous negative consequences.

going

The alternative is to reinvent the sec-
tor and reimagine the role it can play both
domestically and globally. The govern-
ment is trying to increase per-capita GDP
aus $2,200 Zu $12,500 by 2041—more
than fivefold.15. While a daunting goal,
GDP did increase fivefold over the past 20
Jahre. Jedoch, it will not automatically
be able to repeat this performance and
will need industry and the government to
take inventive and proactive action to
ensure that it does. If Bangladesh’s
national goals and objectives are to be
reached, RMG exports will need to lead
the way. This will require fivefold growth

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Ready for Reinvention

over two decades, from around $39 bil- lion annually to $200 Milliarde. So how
might this dramatic increase be realized?

Strategic retooling requires a
change in mindset, and a creative,
more collaborative approach to
retaining a competitive advantage.

Numerous reports, including from the
World Bank,16. identify the many steps
necessary for Bangladesh to survive and
thrive in the RMG sector as labor costs
increase and buyers move elsewhere. To
avoid a race to the bottom, Bangladesch
must improve productivity, upskill its
managers, increase the value-added com-
ponents of its design and technical
expertise, invest in more energy-eﬃcient
manufacturing processes, employ more
ubiquitous digital technologies, and insist
on more eﬀective management practices,
including planning, performance track-
ing, and accountability mechanisms. In
keeping with what the World Bank
describes as the three Cs—compatibility,
connectedness, and complementary mar-
kets—Bangladesh needs an integrated
new approach to its entire RMG sector
that is multilayered, multifaceted, Und
multisectoral.

As the World Bank points out, Die
road ahead for Bangladesh is steep, but it
also oﬀers major opportunities for dra-
matic improvement. Zum Beispiel, four in
ten manufacturers in Bangladesh still
keep handwritten logs, and three-quarters
still rely on manual quality inspections.
Fewer than half of all executives leading
major manufacturers in Bangladesh have
college degrees.

Bangladesh has the potential to
create a strong and perhaps
unique RMG ecosystem and could
become the Silicon Valley of RMG.

Bangladesh can achieve a distinct and
potentially
competitive
sustainable
advantage. To do so, Jedoch, it must

leverage its unique assets and consciously
develop an ecosystem of fashion, innova-
tion, and production that pursues new
markets and new materials with new part-
ners and, perhaps most important, with a
new mindset. Bangladesh needs a coordi-
nated nationwide RMG strategy that links
the public and private sectors more close-
ly, engages the nation’s colleges and uni-
versities, and attracts global partners. Es
will require substantial investment in
public infrastructure and revised public
policies, more outward-facing industry
leadership, and a disciplined commit-
ment from all partners. This can’t be done
haphazardly or episodically; eher, Es
requires solid agreement on strategy and
regular reporting of performance bench-
marks.

importantly,

For Bangladesh to become the Silicon
Valley of RMG would require unprece-
dented imagination, courage, coordina-
tion, investment, and discipline. Such an
audacious goal could be Bangladesh’s
moon shot—ambitious, aspirational, Und,
most
transformational.
When President Kennedy in 1961 com-
mitted the United States to send a man to
the moon and return him safely to earth
within the decade, there were no assur-
ances of either feasibility or success.
Essential technologies didn’t yet exist, A
coherent plan had not yet been formed,
and resources hadn’t yet been secured.
Speaking at Rice University, he said that
“we choose to go the moon … not because
it is easy but because it is hard.” Boldly
asserting a national commitment to reach
an implausible goal, Kennedy knew that
the process itself and the pursuit of the
goal would galvanize the nation and
become a vehicle for the country to
leapfrog the competition by unleashing
Und
unprecedented
public/private/university collaboration
with incalculable positive spillover eﬀects.
Becoming the Silicon Valley for RMG
holds similar potential for national mobi-

Innovation

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Ira A. Jackson

lization and leapfrogging Bangladesh into
the front ranks of emerging economies.17.
It would be presumptuous to propose
from afar all the elements such a strategy
requires to create a truly global center of
RMG excellence in Bangladesh. Jedoch,
looking at Bangladesh’s assets, it is not
diﬃcult to see what factors might drive
such a world-class ecosystem. Erste, Es
would build on a strong historic legacy of
textile production and distribution that
dates back centuries: Bengali fabrics dom-
inated the European markets in the 17th
and 18th centuries. Let’s call that RMG 1.0.
Fast-forwarding to the 21st century,
Bangladesh has regained prominence in
the global marketplace by demonstrating
its consistent ability to produce large vol-
umes of cotton-based textiles at low
Preise, along with increased worker pro-
tection, such as maintaining safety and
environmental standards. The Bangladesh
Garments Manufacturers and Exporters
Association was established to help the
sector navigate current events and shape
future public policy. Let’s call that RMG
2.0.

Although there may be other ways to
advance the RMG sector in Bangladesh, ICH
suggest the following initiatives, welche
emphasize the need to think in new ways.

Diversify in terms of products,
fabrics, and export destinations.

trousers,

The Bangladesh RMG industry is based
largely (74%) on manufacturing cotton
Kleider, whereas globally, 65% von
apparel is not made of cotton. Bangladesch
primarily produces textiles for five
jackets,
items—t-shirts,
sweaters, and shirts—and 80% of its
exports are to Europe and the United
Zustände. This means there are huge oppor-
tunities to diversify and upgrade the
country’s product oﬀerings to include
men’s suits and pants, smart wearables
(z.B., smart watches, Fitbits, usw.), camp-
travel goods, non-cotton
ing and

women’s and girl’s clothing, outerwear,
and athleisure wear.18.

In a global RMG sector increasingly
driven by non-cotton products, nur 27 von
430 manufacturing spinning mills in
Bangladesh produce synthetic and acrylic
fiber. With declining margins and rapidly
changing consumer tastes, the time for
Bangladesh to retool is long overdue.

Go green, as the world is headed in
that direction.

Bangladesh has many advantages that
need to be central to a new strategy
focused on value-added, higher margin,
higher quality exports that use new mate-
rials and more advanced
industrial
processes. Zum Beispiel, as McKinsey
observes, Bangladesh has more green gar-
ment factories than any other country.
Some 1,500 Bangladeshi companies are
certified by the Global Organic Textile
Standard, the second highest of all coun-
versucht.

Bangladesh has the capacity to
reshape both the human and the physical
ecology of the RMG sector by adapting
best practices in developing talent and
respecting worker rights, and by seizing
the opportunity to pioneer next-genera-
tion environmental technologies and
policies that can lead the industry and
attract the next generation of value-dri-
ven consumers.

Complement new product and
distribution strategies with
improved physical, legal and
financial infrastructure

Structural barriers persist in Bangladesh,
including logistics. According to the
World Bank Logistics Index, Bangladesch
dropped from 79th in 2010 to 100th in
2018, while Vietnam improved from 53th
to 39th.19. These trends need to be reversed.
An informal and unscientific survey I
conducted of some sophisticated global
retailers emphasized the need to address

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Ready for Reinvention

the country’s poor transportation infra-
Struktur.

The government is making admirable
and important progress in physical infra-
Struktur, including construction of the
Padma Bridge, which is scheduled for
completion in 2022, and of Matabari Port,
the country’s first deep-sea port, welche
features a new container terminal. It is
expected to open by 2026. Jedoch,
many of the country’s smaller-scale needs
also must be addressed.

During the COVID-19 pandemic, Die
Bangladesh government has oﬀered a
helping hand by providing a stimulus
package and will require a continued
focus on and updating of the conditions
that helped propel the RMG sector over
the past 20 Jahre, such as concessional
Credits, fiscal incentives, and “the disman-
tling of trade and investment barriers,
and access of RMG to duty-free imports
of intermediate goods through a system of
bonded warehouse, back-to-back lines of
credit that allowed RMG exporters to
finance imports through export earn-
ings.”20.

Highly successful innovation ecosys-
tems rely on access to sophisticated
investment capital. Bangladesh is decid-
edly underdeveloped in this area; thus the
government may have to play a leading
role in providing new financial instru-
gen, investment pools, and tax and
other financial incentives.

Modernize supply-chain
management.

Bangladesh would benefit from closer
partnerships with best-practice, cutting-
edge retailers, such as the Zara Group in
Spain and Koton in Turkey. These and
others are rapidly redesigning their sup-
ply chains, both to respond to and to
shape customer tastes, in so doing paving
a new path for the future of the entire sec-
tor. If Bangladesh is to become a global
center of excellence in RMG, it must act

fast, decisively, and in concert with other
sectors that to date have largely been
ignored or not considered strategically
bedeutsam.

revealed

“fast-fashion”

factory owners

My conversations with a few buyers
Und
Das
Bangladesh needs to prepare itself for a
trend.
predicted
Bangladeshi factories currently operate
on four seasonal cycles, and their sourc-
ing and operations are geared toward
those cycles. With the advent of fast fash-
Ion, this will need to change dramatically.
Factories may have to prepare for as many
als 12 style cycles in a year. This means
that entire operations need to be retooled
to operate on much shorter timeframes
and lead times.

Find ways for the RMG sector to
develop greater skills.

The pivotal importance of Stanford
University to Silicon Valley and of MIT to
the life sciences industry in Cambridge,
Massachusetts, suggests that Bangladesh
needs to upscale its educational partner-
ships—not only within the country but
with best-practice research universities
around the globe that specialize in design
logistics, supply-chain management, Und
textile financing. I understand that the
Bangladesh Garment Manufacturers and
Exporters Association established a uni-
versity called the BGMEA University of
Fashion and Technology with the aim of
producing technically competent workers
for the RMG sector. Given the global
Markt, Bangladesh higher education
institutions, including this university,
need to establish active partnerships with
internationally reputable institutions.

So what distinguishes Silicon Valley
and Cambridge, other than their anchor
academic institutions? A recent Stanford
University study identified a number of
distinguishing characteristics of
Die
Silicon Valley innovation ecosystem.21.
While direct emulation of all these char-

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Ira A. Jackson

acteristics isn’t feasible, certain compo-
nents may be worth adapting, in whole or
in part. First is their dual system of both
large firms and startups. Academic insti-
tutions dedicated to commercialization
may find an inviting environment in
Bangladesh’s RMG sector while keeping
in mind the need to create more eﬃcient
and skilled workers. My conversations
with buyers suggest that, in order to
remain competitive, the industry needs to
achieve greater eﬃciencies, particularly in
comparison to Vietnam and other coun-
versucht. Companies that have factories in
both Bangladesh and Vietnam say that
their Vietnam operations are the far more
eﬃcient; they typically produce more in
less time and with fewer people. The RMG
industry must address this at all levels in
the Bangladeshi factories: ownership,
management, and operations.

Foster a start-up culture.

Bangladesh already has both large and
small firms, but it needs to continue to
consolidate into better capitalized and a
fewer number of large dominant players
with global reach, while creating room for
encouraging a more vigorous start-up
Kultur. Given the nation’s highly entre-
preneurial nature, especially around its
urban centers, Bangladesh needs to give
the RMG sector a good push in order to
spark a flourishing startup culture. Das
will lead to increased competition, welche
is another distinguishable feature of both
Silicon Valley and Cambridge. A success-
ful innovation ecosystem also requires
greater tolerance for disruptive technolo-
gies and an acceptance of business failure,
which is the third essential building block
in a successful innovation ecosystem.

The innovation ecosystem in Silicon
Valley is based on a high degree of com-
petition and strong mentor networks,
business infrastructure and collaboration,
and what has been called coopetition, oder
cooperation between competing compa-

nies. Bangladesh is relatively underdevel-
oped in these areas, but it also has unique
features that have the potential to acceler-
ate progress. Zum Beispiel, erfolgreich
innovation ecosystems tend to be charac-
terized by concentration and density;
daher, Bangladesh’s position as one of the
densest countries in the world might be
an asset in terms of concentrating talent
around an RMG sector.

Bangladesh has a highly innovative,
entrepreneurial, and retail-oriented digi-
tal sector and an ubiquitous mobile com-
munications and financial transaction
sector, all of which could be leveraged.
Bangladesh also has historic strength in
Kultur, Musik, and design, all of which
could contribute to a burgeoning RMG
ecosystem.

Increase vertical integration or its
alternatives.

Bangladesh generally imports fabrics and
textiles from China and India for its pro-
duction of ready-made garments. The link
between textiles and RMG is vulnerable to
various delays—in receiving letters of
Kredit, clearing ports, Transport
holdups, and others. More textile produc-
tion within Bangladesh could make it less
vulnerable to these delays, but textile pro-
duction is capital intensive and there may
even be a global glut in textile manufac-
turing. The Bangladesh government could
help relocate textile manufacturing facili-
ties from China to Bangladesh or, alterna-
aktiv, supply large warehouses that could
help foreign textile manufacturers main-
tain an extensive inventory of textiles,
making it easier for the RMG sector to
access textiles as needed.

CONCLUSION

There is poetic justice in Bangladesh
rediscovering its historic achievements in
weaving
fabric manufacture.
According to James Novak, Bangladesh in

Und

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Ready for Reinvention

the 18th century was “producing over one-
third of all cotton textiles used in Europe
and had developed almost all the weaves
of cotton and silk textiles known today.”22.
To leapfrog to the future, Jedoch,
the RMG sector in Bangladesh needs a
truly virtuous textile innovation ecosys-
tem with more than improved logistics or
infrastructure or energy eﬃciency.
Creating a successful innovation ecosys-
tem
in Bangladesh—RMG 3.0—will
require a break from the mindset that has
shaped its prior success and the adoption
of a more creative and less risk-averse
mentality. It will require seeking new
methods with new partners for new mar-
kets with new materials. It will require
operating in shorter production cycles
and with more creative designs and
increased input from indigenous skilled
workers.

The country would need a highly
mobile labor force culture that welcomes
top human capital from around the
Welt. This is yet another area where gov-
ernment would need to play a role in
reshaping public policy, and where the
creation of a compelling global “brand”
for Bangladesh could make a diﬀerence.
The vibrant Bangladesh diaspora could be
another invaluable source of human capi-
tal. At the same time, the catalytic role
government plays in shaping the trajecto-
ries of technology and in funding basic
science should not be underestimated.
Here again, Bangladesh is at the starting
blocks, and it needs to recalibrate if this
feature is to be realized.

If Bangladesh adopts an ambitious
strategy to become the Silicon Valley of
RMG, the spillover eﬀects could be trans-
formative and would lay the groundwork
for corollary ecosystems to emerge in par-
allel, in areas such as pharmaceuticals, IT,
fintech, green and aqua-tech, and the blue
economy. If successful, such a strategy
would position the nation for a more bal-
anced and innovative future economy.

The value of a nation’s brand is an
asset that can power change and progress,
just as brand equity in global firms often
represents a significant share of its value.
Daher, capturing Bangladesh’s intangible
“brand value” should be a top national
priority. A recent Hanover Research
Report cites a World Economic Forum
survey from Fleishman-Hillard, welche
found that “three out of five CEOs believe
their corporate brand and reputation rep-
resent more than 40% of their company’s
market capitalization.” As measured by
Brand Finance, Bangladesh currently
ranks 35th on their list of most valuable
national brands.23. The room for improve-
ment is obvious, and the benefits for
Bangladesh as an investment opportunity
and the reputational repositioning of its
exports, especially RMG, are incalcula-
ble.24.

In an increasingly competitive global
marketplace, Bangladesh needs
Zu
rebrand—not only to help lift its RMG
sector into the front ranks of a potential
Silicon Valley-like ecosystem but to lift
the spirits of the nation as a whole.
Bangladesh is in fact rising, but it needs to
lift its sights higher to sustain and acceler-
ate its journey toward social, wirtschaftlich,
politisch, Umwelt, and cultural
progress.

The world also has a vested interest in
seeing Bangladesh succeed, and one
would hope that its clear-eyed allies, espe-
cially those in the United States, will help
promote and sustain a global brand that
advances Bangladesh’s surprising success
and unique strengths. It is time for
Americans not only to appreciate the dra-
matic story of Bangladesh’s recovery from
civil war and its remarkable economic,
politisch, and human development, but to
understand what is needed both within
the country and in partnership with oth-
ers to sustain and accelerate this remark-
able success story. The United States
should support this progress, given that

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Ira A. Jackson

US imports from Bangladesh lag consid-
erably behind Europe’s. Die Vereinigten Staaten
and the world also should worry about
how Bangladesh will cope with the cli-
mate crisis. As Nobel laureate Thomas
Schelling wrote in these pages over a
decade ago, “for the countries most vul-
nerable to climate change, the most reli-
able defense lies in economic develop-
ment itself.”25. In diesem Sinne, the best
way to help Bangladesh manage the cli-
mate crisis is to strengthen it ecomically.
Supporting continued growth in the
RMG sector does exactly that.

Situated between India and China,
this third-largest Muslim-majority nation
in strategically significant, politically and
economically for the United States.
Having been complicit in the betrayal of
the independence movement 50 Jahre
ago,26. die USA. has a particular obligation
to engage more constructively
In
Bangladesh’s future.

1. World Economic League Table 2021

(WELT), published in December 2020, von
The Centre for Economics and Business
Forschung (CEBR), P. 48.

‘2. Paul Robert Gilbert, 2019, “Bangladesh as
the ‘Next Frontier?’ Positioning the Nation
in a Global Financial Hierarchy,” Public
Anthropologist.

3. According to The Economist Intelligence
Unit report of September 2021, the PPP
GDP is $5,854 In 2022, and with a population of 168 Million, the total GDP in PPP is therefore $983 Milliarde.

4. Siehe https://www.reuters.com/world/asia-
pacific/bangladesh-exports-up-15-global-
demand-garments-rebounds-2021-07-06/#.

5. World Trade Statistical Review 2021, Der

World Trade Organization.

6. Sehen

https://www.wsj.com/articles/bangladesh-
is-becoming-south-asias-economic-bull-
case-11614763213.

7. Siehe https://www.bbc.com/news/world-asia-

20755952.

8. Siehe https://www.bbc.com/news/world-asia-

22476774.

9. Achim Berg, Harsh Chhaparia, Saskia

Hedrich and Karl-Hendrik Magnus, 2021,
“What’s Next for Bangladesh’s garment
industry, after a Decade of Growth.”
McKinsey and Company, Marsch 25, P. 2.

10. Sehen

https://www.nytimes.com/2020/03/01/worl
d/asia/rana-plaza-bangladesh-garment-
industry.html.

11. One example is a report by Standard

Chartered Bank in India, dated September
28, 2021, which states that the Bangladesh
economy has been growing as it recovers
from the pandemic, with real growth in
fact going up after a dip. Real growth was
8.1% in FY19, 3.5% in FY20, Und 5.5% In
FY21.

12. “What’s Next for Bangladesh’s Garment
Industry, after a Decade of Growth?" P. 2

13.“What’s Next for Bangladesh’s Garment

Industry, after a Decade of Growth?" P. 3.

14. “What’s Next for Bangladesh’s Garment

Industry, after a Decade of Growth?" P, 4.
15. Making Vision 2041 a Reality. Perspective

Plan of Bangladesh, 2021-2041, Bangladesch
Planning Commission, Government of the
People’s Republic of Bangladesh. Marsch,
2020, P. ich.

16. Yunfan Gu, Gaurav Nayyar, and Saddharth
Sharma, 2021, “Gearing up for the Future
of Manufacturing in Bangladesh.” World
Bank Group.

17. For a fuller explanation of the catalytic

economic benefits of the commitment to
land a man on the moon and the multi-
pronged strategy of mobilizing intellectual
and institional resources in academia and
industry, read American Moonshot: John F.
Kennedy and the Great Space Race, von
Douglas Brinkley, Harper Perennial, 2019.

18. Sehen

https://www.thedailystar.net/business/news
/rmg-needs-product-diversification-
2010525.

19. World Bank Logistics Index, LPI 2018.
20. Ahmed, Sadiq, 2021, “Exchange Rate

Matters for Export Performance,” Policy

Innovationen / Bangladesh at 50

Von http heruntergeladen://direct.mit.edu/itgg/article-pdf/13/1-2/76/1978752/inov_a_00284.pdf by guest on 07 September 2023

Ready for Reinvention

Insights, Mai 2021.

21. “A Strategic Overview of the Silicon Valley

Ecosystem,” by Dr. Kenji Kushida,
Stanford Silicon Valley-New Japan Project,
2015.

22. Novak, James J., 1993, Bangladesch:

Reflections on the Water. Bloomington:
Indiana University Press, P. 57.

23. Brand Finance, 2021, Nation Brands 2021.
The annual report on the most valuable and
strongest nation brands.

24. “Lest skeptics reach the cynical conclusion
that Bangladesh can’t reverse prevailing
perceptions or lingering images, consider
the successful if improbable rebranding of
three conflict-ridden countries—Rwanda,
Croatia and Columbia—that have emerged
as unlikely tourism superstars.” Mzezewa,
Tarioro, 2019, “How to Rebrand a
Country,” New York Times, November 23.
25. Schelling, Thomas C., 2009, “International