Encouraged by the introduction of Submarine Cable in Bangladesh, two visionary youths Mr. Golam Kibria Jewel and Mr. Tapash Ghosh freshly repatriated from USA and Germany jointly founded the “Institute of Call Center Technologies (ICCT)” in the year 2006 with an aim to train and prepare skilled Human Resources for upcoming IT industries in general and Call Centers in particular. That was the time, when hardly but a few had any idea about what a Call Center is? These two youths despite lean response and discouragement from around never gave up but continued with a firm conviction that, today or tomorrow this sector will flourish. In the year 2008, when their existence was almost at the brink, another two enthusiast Gp Capt M Mostafizur Rahman, ndc, psc, (Retired) and Mrs. Hla Ma Ching dared to join them. Shortly after their association, BTRC Chairman started explaining about the future prospects in mass media and declared to issue Call Center licenses to interested entrepreneurs. This generated a wave of awareness among the general mass and began to enquire about this new prospect. As a result ICCT being the only existing institute in this line started drawing attention of medias and received enormous coverage resulting a positive turn out of the students.

Finding the new opening, the Directors of ICCT took the challenge of establishing “Information and Call Center Technologies Limited (ICCT)” Company parallel to “Institute of Call Center Technologies (ICCT)” and obtained a Hosted Call Center Service Provider (HCCSP) license for it. The new Company will have two wings - Call Center wing and Service Provider wing. Call Center wing will initially start with a 25 booth International Call Center and Service Provider wing will provide total solution in setting up complete Call Centers for new entrepreneurs. Actions of the Directors of ICCT reminds two great sayings of Peter Drucker, widely considered being the father of “Modern Management”: “The best way to predict future is to create it” and “Focus on Opportunities rather than Problems. Problem - solving prevents Damage but Exploiting Opportunities produces Results, exploit change as an opportunity, and don’t view it as a threat.”

a. Non-existence of Call Centers operating on ground.

b. Psychological dilemma of starting the business by new entrepreneurs.

The Opportunities:

a. IT sector is expanding rapidly in Bangladesh, with many future opportunities for success.

b. BTRC itself is taking interest to promote this sector and encouraging entrepreneurs to exploit the opportunity.

c. Our competitors are still far behind us to grasp the situation and still fighting for a limited market.

d. There are huge unemployed/under-employed graduates and Intermediate level manpower that can be turned into skilled workforce by a short training course and create massive employment opportunity.

e. Enormous scope for ICCT to take the lead and be the market leader.

f. Bangladesh can engage available HR in this sector at competitive price.

g. The Equity Entrepreneurship Fund (EEF) project of Bangladesh Bank on IT sector for new entrepreneurs will generate considerable interest and investments.

The Threats:

a. Unpredictable Political situations in future.

b. Large investments by the foreign investors may sweep the opportunities of local investors.

c. Uncertainty of Bandwidth connection and other related connectivity.

d. Lack of un-interrupted power supply.

a. ICCT will evaluate the performance of training on regular basis bring improvement whenever and wherever its necessary a team of expertise will conduct research to asses market scenarios and necessity of type of people so that right kind of people can be produced at right time.

b. ICCT will update syllabus, get feedback of the employers to meet the demand of the time.

c. ICCT will bring out the reading materials.

d. ICCT will encourage franchisee and extend support for uniform development of HR.

e. To develop ICCT of international standards and excellence of benchmark

a. Focus on Performance Solutions.

b. Align department activities to Organizational Objectives.

c. Widening effective personal and organizational learning activities.

d. Invest in strategic learning initiatives that have the highest impact on business and performance results.

e. Leverage our intellectual capital to grow our knowledge base.

f. Speed up the transfer of knowledge to overcome business concerns.

g. Partnership with different business units to improve performance.

h. Cultivate values, mission, positive culture and behaviors that can give life, meaning and joy at workplace to improve employee engagement and commitment.

i. Building an Employer Brand through Investments in Learning.