The global research community, including Bangladesh, is going through a time when technology is not just a driving force for economic progress, but also one of the key foundations for social justice, health, education, and development. With the immense power that technology has brought into human hands, ensuring its proper and ethical use has now become a shared responsibility for every researcher, engineer, and technology-driven entrepreneur. I am Dr. Mashiur Rahman, and in working for more than two decades in biomedical instrumentation, digital health, fintech, research labs, and startups across different countries, I have learned one repeated lesson—if technology is created for people, then it is essential that human diversity is reflected within technology itself.
Research shows that diverse teams are capable of pushing innovation further than any other group. When people with different experiences, social backgrounds, cultures, genders, and mindsets work together, the perspectives on solving problems become multidimensional. Throughout the history of technology, such diversity has often operated as a silent framework behind major achievements. From my personal experience, I have seen—a young female researcher’s question in a healthcare project brought forth an invisible risk that none of us had considered before. Similarly, the experience of an engineer who grew up in a remote region transformed the design of a product in a way that made it more accessible to rural users. Today, being user-centric with technology does not mean we see the individual merely as data; rather, it means including individuals in technology design through authentic representation.
The challenges are slightly different in the startup world. Every day, under the pressure of competition, speed, and investment, there is little time to reflect—without a diverse team, innovation can never be sustainable in the long run. Algorithms built by people from similar backgrounds easily develop biases, which ultimately alienate technology intended for people from the people themselves. Studies show that such algorithms increase the risk of discrimination in everything from biometric identification to disease prediction. This is why making recruitment processes free from bias is now a moral imperative for any technology-based organization. In my career at universities and research institutions, I have observed that where this awareness is higher, innovation occurs more rapidly, and researchers reflect diversity within their work itself.
Diversity is not just about numbers; it is fundamentally a question of organizational culture. Many organizations, despite proudly showcasing diversity externally, fail to create an internal environment where employees feel comfortable expressing their identities. Research shows that without an inclusive culture, diversity does not last. True diversity-friendly environments are built by training employees, recognizing different viewpoints, involving everyone in team decisions, and treating mistakes as opportunities for learning. From my experience, I have seen that when a team succeeds in building such a space, researchers are able to unlock their full creative potential.
Flexibility is a key element of diversity. My experience working in e-learning and digital health has shown me that organizations which respect work hours, working styles, and individual needs become more humane. Some may be raising children, caring for sick family members, or dealing with physical limitations that prevent them from coming to the office every day—an organization that is sensitive to such needs is not only more humane, but also far ahead in terms of productivity. Research shows that such flexibility increases researchers’ psychological safety and accelerates team innovation.
Communication is the most important element in large organizations. When employees know that their voices are heard, leadership is transparent, and complaints receive swift responses, teams feel a type of social security. As a result, they not only work, but come to view the organization as their own mission. For those of us working in research or innovation, this sense of social security is crucial, because uncertainty, error, correction, and reinvention are at the very heart of research.
Mentorship plays an incredibly important role for new hires in startups. Those at the initial stage of research often seek guidance—where to start, which skills to develop. Having a supportive and experienced colleague helps reduce their confusion, boosts confidence, and makes diverse teams more cohesive.
In the end, no matter how advanced technology becomes, its future will be determined by humanity, responsibility, transparency, diversity, and inclusion. This is the most important lesson for our research community—innovation is only truly successful when it works for people. A narrow perspective constricts technology, while multidimensional experience humanizes it. If technology is to improve human life, then the rich spectrum of human experience must be reflected within technology itself.
That is why our journey of “Engineering for Good” is not only about technology, but about the future of humanity as well.
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