The youth in the field of company direction who passed their SSCs after 2001 will use a slightly modified template. They typically start businesses by copying Silicon Valley practices or by reading about Google, Microsoft, and Amazon’s corporate cultures online and infusing them with fantasy. Companies’ foundations are unstable since they rely more on networking than understanding their advantages or distinctiveness. Due to the allure of celebrity, one or several of the founders fight with the other co-founders by getting occupied with things like motivational speeches and serving as judges for different competitions.

When dealing with new or established domestic companies, identifying issues, compiling reports, and suggesting improvements are essentially useless. Because it’s crucial to determine how much of the minimum modification is required to satisfy a sizable portion of the company’s needs, in addition to identifying what those needs actually are, because it is not a very realistic idea to say that the company will succeed if the current employees are fired and replaced, and doing so would seriously endanger the company.

At most two people should be left out, and a rehabilitation plan needs to be created for the others. What if the MD is able to generate up to 70 crores in revenue for the business, but if the business expands, he may not be able to handle it all on his own? In that case, the MD will need to appoint an outside CEO and keep himself busy by boosting PR in order to increase this revenue to 100 or 150 crores, which is not a sustainable option for Bangladesh.

In actuality, the culture of domestic companies emphasizes emotional quandaries as well as unique individual and corporate quirks. While providing recommendations, all these things are needed to keep in mind rather than focusing only on profit maximization. Therefore, BiopicLab does not actually use the same template repeatedly; rather, it offers insights into the distinctive characteristics of each firm.