The six-month accelerator program builds on Cohort 1's track record, where, the program claims, participants achieved 2-10x growth
Onnorokom Uddokta, the nonprofit accelerator and incubator program by Onnorokom Group, officially launched Cohort 2.0 of its accelerator program on February 26, 2026, selecting 31 diverse startups and SMEs to receive strategic support, mentorship, and resources aimed at scaling their operations. The announcement ceremony, held in Farmgate, Dhaka, brought together key figures from the business, education, and entrepreneurial sectors.
The selection represents a significant expansion from Cohort 1's 21 participants, reflecting growing demand for structured entrepreneurial support in Bangladesh. According to the program, participants in the inaugural cohort experienced growth ranging from 2x to 10x over the six months—results that have attracted heightened interest from the entrepreneurial community.
Hosted by OnnoRokom Group co-founder and Chairman Mahmudul Hasan Sohag, the ceremony featured insights from Sheikh Ahmadullah of As-Sunnah Foundation, Ashik Chowdhury of BIDA, Ayman Sadiq of 10 Minute School, and Fahim Abdullah of Ononno on Bangladesh's evolving entrepreneurial ecosystem.
Onnorokom Uddokta operates as a nonprofit accelerator and incubator under Onnorokom Group. The program says it follows a founder-first philosophy, evaluating founders before their business models based on clarity, resilience, mindset, and adaptability.
The six-month program includes monthly in-person workshops, weekly online learning, dedicated 1:1 coaching, exposure to OU's network of ecosystem partners and impact-aligned investors, co-working space, mentorship, financial modeling support, and more.
The 31 ventures selected for Cohort 2.0 come from diverse industries, from agriculture and education to healthcare and technology. According to OU, the selection process prioritized founders demonstrating commitment, learning ability, resilience, and a responsibility-driven mindset.
The program seeks entrepreneurs building what it calls "ethical, responsible, and impactful businesses that contribute positively to society." This sector-agnostic approach distinguishes OU from tech-focused accelerators common in other markets.
With over 2 million young Bangladeshis entering the workforce annually, entrepreneurship has emerged as an essential economic driver. Yet the country has only a handful of active accelerator programs compared to thousands in the US, China, and India.
Bangladesh's entrepreneurs typically face fragmented mentorship, scarce early-stage funding, and limited access to experienced advisors. Onnorokom Uddokta's model, backed by a conglomerate with businesses spanning education, technology, electronics manufacturing, e-commerce, and publishing, aims to provide localized support through established networks.
The program's emphasis on founder quality over business ideas reflects a belief that in emerging markets where support systems remain fragmented, the entrepreneur's character matters as much as the initial business concept.
The 2-10x growth claimed by OU for Cohort 1 participants, if sustained, would be significant in Bangladesh's context, where many early-stage businesses struggle to access resources needed to scale.
The program says it focuses on building foundations for sustainable growth rather than short-term metrics, an approach it describes as building businesses that last rather than burning bright and fast.
As Cohort 2.0 begins, the question shifts from proof of concept to scalability. With 31 participants versus 21 in Cohort 1, the program must maintain personalized support while serving a larger, more diverse group.
OU's stated vision is to nurture entrepreneurs who combine innovation with wisdom, strengthening communities while ensuring sustainable business growth. Whether this materializes depends on the coming months and the founders themselves.
For Bangladesh's entrepreneurial ecosystem, the program represents a local conglomerate investing in entrepreneurship development, something we believe is essential for the development of Bangladesh’s entrepreneurship ecosystem, and have written about before here. The success or failure of Cohort 2.0 will offer signals about the viability of this model and its potential impact on the country's startup landscape.
