The Plan

Reality
Vision

Challenges
Ideas for Today and
Tomorrow

‫ طارق السويدان‬.‫د‬
Dr Tareq Al-Suwaidan
Introductory Remarks
 Together with many close Muslim brothers and sisters, we all started
with the Islamic work and the Islamic movement during our youth
and student days. For me it has been more than forty years.
Previously I and those from my generation had the comfort of
knowing that we have our elder brothers and scholars to seek for
guidance and advise. A few years back we realized that we are now
the elders from whom the younger generation are seeking for
guidance and advise.

 Based on the many years of work that we have done in our

professional lives providing training and consulting in the field of
management and leadership development, particularly strategy
management, we find that there is a great need to apply the tools of
strategy management to this most important work and struggle of
rebuilding the Islamic civilization. 4
Introductory Remarks
 We are all aware that the Islamic civilization started from the time of
the Hijrah of Prophet Muhammad (SAW) and the first generation of
Muslims in the year 632. Since then it has grown in strength and
provided leadership to the world despite some periods of minor
decadence during which the Muslim ummah still showed political and
civilization leadership.

 Today, we are far from that position of leadership in almost all

aspects of civilization; governance, justice and fairness, education,
health, wealth creation, individual freedom, and social manners.

5
Introductory Remarks
 It is obvious that we need to change and regain our position of being
an exemplary civilization as alluded to in Surah Al-Baqarah verse
143 (And thus have We made you a group in the middle, so that
you be an ultimate witness [of God's guidance] on [other]
people and the Messenger be an ultimate witness [of God's
guidance] on you).

 But how do we describe this change effort? This is what I’m

proposing in a methodological way while limiting the scope to the
strategic areas of change.

6
Introductory Remarks
 We begin with the basics of strategy management and introduce a
simple model for change. We then describe in some detail the
components of this model.

 This PowerPoint presentation summarizes the ideas of this change

model. I’ve developed these ideas over a period of five years but
really focused on the details during the last two years. I plan to
publish a book in Arabic on this topic.

 I must congratulate the brothers who helped put together these slides
in English. The topic and its ideas are very important and has to be
made available to a wider range of readership for comments and
suggestions to improve. May Allah bless and reward our good deeds.

7
Defining Change
 The process of transitioning from today’s
reality to the desired future vision (Al-
Suwaidan)

8
Defining Civilization
 Ideological
methodology of a
nation during an era and it takes shape
in the form of material and moral output.
(Al-Suwaidan)

9
Generic Change Model
How do we reach
our vision ?

The
Plan
Reality
Vision
Where are we heading ? Where are we
today ?
Challenges
What prevents us from
realizing our objectives?

10
Generic Change Model

The
Plan
Reality
Vision
1. Major crisis
factors
Challenges 2. Fundamental
capabilities

11
Generic Change Model

The
Plan
Reality
Vision
1. Describing our
civilization
2. Competitive Challenges
Objectives

12
Generic Change Model

The
Plan
Reality
Vision

Challenges
1. Defining the challenges
2. Overcoming the
challenges
13
Generic Change Model
1. Phases and timelines
2. Roles/Responsibilities
and Projects
The
Plan
Reality
Vision

Challenges

14
Generic Change Model
1. Phases and timelines
2. Roles/Responsibilities
and Projects
The
Plan
Reality
Vision
1. Describing our 1. Major crisis
civilization factors
2. Competitive Challenges 2. Fundamental
Objectives capabilities
1. Defining the challenges
2. Overcoming the
challenges
15
The Reality
 What is our situation today ?
 We face some major crisis factors.
1. Behavior and ethics
2. Backwardness
3. Effectiveness
4. Leadership
5. Thought/Ideology and Identity

16
Major Crisis Factors
1. Behavior and ethics
 Behaviorand ethics are defined as
sayings and actions and its
conformity with values (Al-Suwaidan)

17
Major Crisis Factors
1. Behavior and ethics
 Faith and Rituals
 Orderliness/Discipline and Cleanliness
 Respecting time
 Social etiquettes
 Decorum and Grace

18
Major Crisis Factors
1. Behavior and ethics
 Faith and Rituals
− Purity of creed (‫ )العقيدة‬and avoiding the bid'ah
− Mastering the obligations and avoidance
of the major sins
− Concern for the nawafil (superarogatory)
deeds and keeping away from the minor sins
− No feeling of being restrained due to the
vastness of permissible things
− Preference for the priorities
•There are many examples of strange beliefs and practices among Muslims with no basis from Al-Quran and
As-Sunnah.
•A significant percentage of Muslims neglect the obligations and commit major sins.
•There is a decline in the importance of these nawafil deeds and many Muslims are no longer sensitive
toward the minor sins.
•We significantly lack a sense of priorities even in the way we practice our faith and rituals.
19
Major Crisis Factors
1. Behavior and ethics
 Orderliness/Discipline and Cleanliness
− Appearance
− Places of worship (Mosques and Hajj)
− Traffic
− Official authorities

•One can clearly observe the lack of orderliness and cleanliness in the areas mentioned
above.

20
Major Crisis Factors
1. Behavior and ethics
 Respecting time
− Individual appointments
− Family appointments
− Official work
− Projects
− Activities

•In general, we do not respect time and are rarely punctual. It is a negative attitude that begins
with the individual and permeates throughout our societies.

21
Major Crisis Factors
1. Behavior and ethics
 Social etiquettes
− Honoring one's parents
− Complexity in marriage and engagement
− Matters related to divorce
− Development of children upbringing
− Deviations and its treatment (sex, alcohol,
drugs)

22
Major Crisis Factors
1. Behavior and ethics
 Decorum and grace
− Decorum with people
− Buildings and architecture
− Appreciation of the arts
− Beauty in the appearance

•In general, there is a lack of decorum and grace in the way we deal with people in terms of politeness,
courtesy, civic mindedness and basic manners.
•Its painfully obvious that many of the physical artifacts of our history are considered objects of beauty even by
the West but we are far behind in modern architecture, arts and culture.

23
Major Crisis Factors
2. Backwardness
 Backwardness defined – The level of
decline in competitiveness in comparison
to others (Al-Suwaidan)

24
Major Crisis Factors
2. Backwardness
 Knowledge
 Education
 Quality
 Management methods
 Media
 Communications infrastructure
 Military strength

•Examples of critical areas in which we are quite far behind compared to the more developed
countries. Even some of our richer countries like Qatar, Brunei and Saudi Arabia are relatively
far behind in these areas compared to countries with a similar GDP per population ratio.

25
Major Crisis Factors
2. Backwardness
 Knowledge
− Percentage spending on academic research
− Number of patents and inventions
− Number of Nobel Laureates
− Number and Level of research centers
− Encouraging inventors

26
Major Crisis Factors
2. Backwardness
 Education
− Ranking among nations
− Level of the curriculum
− Level of the educators/teachers
− Care for the gifted/talented
− Spending on education
− Quality of primary education

27
Major Crisis Factors
2. Backwardness
 Quality
− Extent of the understanding of quality
− Number of quality certifications
− Number of sectors that grant quality
certificates
− Quality control systems
− Quality in the services (education, health,
training)
− Systems for continuous improvement

•Its obvious that our countries are not equated with quality. One thinks of Japan, South Korea
and Germany.

28
Major Crisis Factors
2. Backwardness
 Management methods
− Increase efficiency (Reduce the effort,
time and cost)
− Methods of decision-making
− Management of meetings
− Management of the working group
− Administrative structures

•We are definitely not there in pioneering modern management practices. We are still far
behind in adopting good management and governance practices.

29
Major Crisis Factors
2. Backwardness
 Media
− Achieving the functions of the media
(entertainment, guidance,
education, enlightenment,
reporting, incitement, mobilization)
− Changing the human
(thought, interests, skills,
relationships, role models)

•In general, our media is too biased toward entertainment and being a propaganda machine.

30
Major Crisis Factors
2. Backwardness
 Communications infrastructure
− Fixed and mobiles phones
− Internet

31
Major Crisis Factors
2. Backwardness
 Military strength
− Army census
− Number of nuclear warheads

•We may be able to provide numbers for our armies but we import a large percentage of our
weapons. When it comes to advanced weapons we rely almost exclusively on Western
countries.
•Although Iran and Pakistan purportedly have some nuclear capability it is not known to surpass
that of Israel and India. 32
Major Crisis Factors
2. Backwardness (Military strength)

33
Major Crisis Factors
3. Effectiveness
 Effectivenessdefined - Degree of
productivity in comparison to competitors
– Al-Suwaidan

34
Major Crisis Factors
3. Effectiveness
 Individual
− The productivity of the individual Muslim,
compared with the rest of the world
 Family
− Family working as separate scattered
individuals and not as a collective unit
 Organizations
− Extent of institutional integration
in organizations

35
Major Crisis Factors
3. Effectiveness
 Countries
− Ranking of our countries in global
competitiveness
− Value of the purchase of weapons
− Political systems
 Movements
− Institutional integration and the degree
of innovation and efficiency
− Freedom of assembly
− Freedom of the press

36
Major Crisis Factors
3. Effectiveness
 Global
Competitiveness Report by the
World Economic Forum
− Best reference with data available today that
relate to nation competitiveness.
− Model may have shortcomings and biased to
the Western concepts of economic
development and competitiveness but it is a
good model to start with. Easily referenced to
benchmark areas of improvement.
− Highest ranked Muslim country in 2010-2011
is Qatar – 17. In the 2011-2012 report Qatar
improved its position to 14. Saudi Arabia also
moved from 21 to 17. 37
Major Crisis Factors
4. Leadership
 The previous three crises are a reflection
of the crises in thought and leadership.
 Thus the priority is to solve our thought
and leadership crisis.

Behavior and Backwardness Effectiveness

Ethics Crisis Crisis Crisis
Leadership Thought
Crisis Crisis

•Poor leadership and some flaws in our thought/ideology are the two cornerstones of our crisis.
38
Major Crisis Factors
4. Leadership
 Leadershipdefined – Ability to move
people toward the goal. (Al-Suwaidan)

39
Major Crisis Factors
4. Leadership
1. The importance of leadership
2. Levels and fields
3. Manifestations of the crisis
4. Knowledge of leadership
5. Plan for preparation of leadership

40
Major Crisis Factors
4. Leadership
1. The importance of leadership
− Comparison in the field of da’wah
− Comparison in relief work
− Comparison in charity work
− Comparison with the Prophet’s experience
− Comparison with the Malaysian experience

41
Major Crisis Factors
4. Leadership
2. Levels and Fields
− Governments and Ministries
− Institutions and Companies
− Family
− Islamic work

42
Major Crisis Factors
4. Leadership
3. Manifestations of the crisis
− Freedom
− Innovation
− Individualism
− Efficiency
− Ethics (‫)األخالق‬

43
Major Crisis Factors
4. Leadership
4. Knowledge of leadership
− Concepts and Principles
− Characteristics, tests and measures
− Types (administrative, voluntary, specialized)
− Leadership Training
− Islamic leadership

44
Major Crisis Factors
4. Leadership
5. Plan for preparation of leadership
− Scientific methodology
− General preparation
− Specialist preparation
− Categories (talented individuals,
women, children, adolescents)
− Benefiting from real experiences

45
Major Crisis Factors
5. Thought Crisis
Thought Defined - Realization of the
mind in something to reach a new opinion
regarding it (Al-Suwaidan)
Thought includes the belief,
principles, values, aspirations
and understanding of life and analysis
of the past and the present and foreseeing
the future.

46
Major Crisis Factors
5. Thought Crisis
1. Features of Our Thought
2. Some flaws in the thought (process)
3. Inviolability of the civilization
4. Refinement process
5. Tools to propagate the inviolability (of
the thought)

47
Major Crisis Factors
5. Thought Crisis
1. Features of Our Thought
− Civilizational
 Humane, purposeful, fair, balanced, global
− Practical
− Rational
− Renewed (having gone through various stages
of renewal)
− Flexible

48
Major Crisis Factors
5. Thought Crisis
2. Some Flaws in the Thought (Process)
− Prejudices and affiliations
− Customs and traditions
− Patriarchal
− Fascination, dependence and sanctification
− Influenced by reality
− Freedom of worship and religion
•References of our thought are the pure sources of Al-Quran and As-Sunnah. But many times
we allow our customs and traditions to define our thought and thought processes without
questioning its basis. We also allow our prejudices and affiliations particularly with the various
Mazhab to influence the thought process.
•At times our fascination with the sacredness of some of our customs prevent us from looking at
the issues at hand objectively. A simple example is the mass celebration of the birthday of our
beloved Prophet in some Muslim countries. It is sensitive to point out that such celebrations
were not observed during the time of the Prophet or rightly guided Caliphs.
49
Major Crisis Factors
5. Thought Crisis
3. Inviolability of the civilization
− Defining the inviolability
 Quality of thought, and the degree of spread
and its application
− Manifestations of the loss of inviolability
 Culture, arts, clothing, food
− Causes of the loss of inviolability
 Difficulty/complexity thinking, isolation of the
scholars (from real, practical experiences),
Globalization
− Models of civilizational inviolability
− Improvement of the inviolability
50
Major Crisis Factors
5. Thought Crisis
4. Refining the Thought
− The objectives of the refinement process
(Treatment of the flaws and the renewal of the
features)
− Scientific methodology (Delphi)
− Independence
(From governments and political parties)
− Individual roles
− Institutional roles

51
Major Crisis Factors
5. Thought Crisis
5. Tools to propagate the inviolability
− Media (traditional and new)
 Number of satellite channels
 Proportion of Internet users
− Education
− Publication
− Speeches
− Direct contact

52
Fundamental capabilities

Reality

1. Major crisis factors

2. Fundamental capabilities

53
Fundamental capabilities
Competitive advantages
Fundamental capabilities defined - These
are the fundamental strengths which
appears in all the
products (compared with competitors) –
Al-Suwaidan

54
Fundamental capabilities
Fundamental capabilities - examples
− Company example
 Honda and engine capability
− Individual example
− Example for a nation
 The Zionist entity (Please refer to the book
“Start-Up Nation – The Story of Israel’s
Economic Miracle” by Dan Senor and Saul
Singer)

55
Fundamental capabilities
Example for a nation - The Zionist entity
− Argument/Controversy (Dealing with the
Apostles)
− Insolence (the Zionist army)
− Not being afraid of failure

56
Fundamental capabilities
What are your personal capabilities ?
What are our ummah’s capabilities ?

57
Fundamental capabilities
What are our ummah’s capabilities ?
− Intense emotion and courage
− Love for religion (Islam)
− Honor and desire for dignity
− Reproduction
− Nation with a large youth population

58
Fundamental capabilities –
Our Love for Islam
Survey results on question - Is religion an important part of your
daily life ?

59
Fundamental capabilities –
Reproduction
Data from Gapminder World

60
Fundamental capabilities –
Youth Population
Data from Gapminder World

61
Fundamental capabilities
What are our ummah’s capabilities ?
− How do we invest in building the basic
capabilities of our nation to increase its
effectiveness in competing with other nations?

62
The Vision

Vision
• Where are we heading?
• What is the ideal picture of our civilization
that we consider our strategic goal?
• Elements of Islamic Civilization
(We may need between 50 to 100 years to
achieve)
63
The Vision

Vision
1. Describing our civilization
2. Competitive Objectives

64
Elements of Islamic Civilization
Faith based elements
− Belief system that is consistent with human
nature
− Rituals that drive building of the civilization
− Belief that is coupled with deeds
− The world as a preparation for the Hereafter
− Science that does not lead to disbelief

65
Elements of Islamic Civilization
Legislative elements
− Use of the intellect guided by revelation and
the traditions of the Prophet
− Legislation to ensure the greater good
− Justice to support benevolence
− Rights balanced with duties and
responsibilities
− Rule and power to complement religion

66
Elements of Islamic Civilization
Ethical elements
− Ethics that elevate the human being
− Freedom that serves virtue
− Art that conforms to values and ethics
− Innovation
− Science

67
Elements of Islamic Civilization
Elements related to the practice of Islam
− Care of the body that is related to spiritual
deeds
− Power that defends right
− Halal (Legitimate) wealth expended in the
correct avenues
− Balance of body and soul, mind and emotion
− Education that complements legislation

68
Elements of Islamic Civilization
Social Elements
− The individual that is an organized part of the
family and society
− Society that does not dominate the individual
− The state that establishes the practice of
religion
− Shura council that is governed by evidence
from Quran and Sunnah
− The nation open to the world

69
Elements of Islamic Civilization
Graph of History
− Timeline of the rise and fall of the Muslim
Ummah
 http://www.youtube.com/changeproject1#p/a/u/2/
u-1EwAPCMKI
− Minority Religions
 http://www.youtube.com/watch?v=rMHTBHuHs
kY
− World Religions
 http://www.youtube.com/watch?v=muydBtULO
K8

70
The Vision

Vision

1. Describing our civilization

2. Competitive Objectives

71
Competitive Objectives
Nations compete economically in 12
areas
These are identified in the Global
Competitiveness Report prepared by the
World Economic Forum
− In our research we find this model to be the
most complete and fully substantiated with
available data. It is not a perfect model and is
devoid of many of the salient features of the
Islamic civilization. However the 12 general
areas mentioned are relevant as a benchmark
for Muslim countries to improve upon.
72
Competitive Objectives
The overall objective is to increase the
performance of each Islamic country by two-
thirds in each area over the next 20 years
The Arabic version of this presentation details
out the 12 areas of competitiveness, the 2010-
2011 rankings of the top nations and also that
of selected countries in the Middle East and
other Muslim countries.

73
Competitive Objectives
The data used in these slides are taken from the
2010-2011 Global Competitiveness Report. The
full report can be downloaded from
http://www3.weforum.org/docs/WEF_GlobalCom
petitivenessReport_2010-11.pdf
The World Economic Forum recently (in August
2011) released the 2011-2012 report.

74
Competitive Objectives - Global
Competitiveness Index (GCI)
 The GCI includes a weighted average of many different components,
each measuring a different aspect of competitiveness. These
components are grouped into 12 pillars of economic
competitiveness.

 While the pillars are aggregated into a single index, measures are
reported for the 12 pillars separately because such details provide a
sense of the specific areas in which a particular country needs to
improve.
1. Institutions 7. Labor market efficiency
2. Infrastructure 8. Financial market development
3. Macroeconomic environment 9. Technological readiness
4. Health and Primary Education 10. Market size
5. Higher Education and Training 11. Business sophistication
6. Goods market efficiency 12. Innovation
75
Competitive Objectives - Global
Competitiveness Index (GCI)
 The 12 pillars are grouped to indicate its contribution in the 3 primary stages of

economic development. Advanced economies are primarily innovation driven.

Institutions Basic Requirements

Infrastructure Key for
Macroeconomic environment FACTOR DRIVENeconomies
Health and Primary Education
Higher Education and Training Efficiency Enhancers
Goods market efficiency Key for
Labor market efficiency EFFICIENCY DRIVENeconomies
Financial market development
Technological readiness
Market size
Business sophistication Innovation and sophistication factors
Innovation Key for
INNOVATION DRIVEN economies
76
Global Competitiveness Index
Selected Muslim countries and the stage of its economies

Stage 1 Transition Stage 2 Transition Stage 3

Factor from Stage Efficiency from Stage Innovation
driven 1 to Stage 2 Driven 2 to Stage 3 Driven

Bangladesh Algeria Albania Bahrain United Arab

Mauritania Brunei Jordan Oman Emirates
Pakistan Egypt Lebanon
Indonesia Malaysia
Iran Tunisia
Kazakhstan Turkey
Kuwait
Libya
Morocco
Qatar
Saudi Arabia
Syria

77
Challenges

Challenges

What prevents us from realizing our

objectives?

78
Challenges

Challenges

1. Defining the challenges

2. Overcoming the challenges

79
Defining the Challenges
Political despotism
Weakness of the legal (Sharia) education
Financial Corruption
Foreign intervention
Attrition in the conflict with the Zionist
entity

80
Transparency International Report
– Corruption Index

81
Overcoming the Challenges
Political despotism
Weakness of the legal (Sharia) education
Financial Corruption
Foreign intervention
Attrition in the conflict with the Zionist
entity

The various projects proposed in the section on “The Plan” partially address how to
overcome the above challenges.

82
The Plan

The Plan

How do we reach our vision ?

1. Phases and timelines
2. Roles/Responsibilities and
Projects
83
The Plan - Phases and Timelines
 Four phases of 5 year periods

Phase 1 (2011 to 2015)

Phase 2 (2016 to 2020)

Phase 3 (2021 to 2025)

Phase 4 (2025 to 2030)

84
The Plan - Phases and Timelines
Phase 1 (2011 to 2015)
• Crystalize the Plan
• Treatment of the crisis factors

Phase 2 (2016 to 2020)

• Building the institutions

Phase 3 (2021 to 2025)

• Engage in institutional
competitiveness

Phase 4 (2025 to 2030)

• Engage in nation
competitiveness
• Forming the Islamic
confederation 85
The Plan – Roles and Projects
 Phase 1 (2011 to 2015)
− General Projects
 Treatment of the crisis factors
Faith and Rituals
Veneration of Allah (SWT)
Love of the Prophet (SAW)
Tazkiah an-Nafs (Purification of the self/soul)
TablisIblis (The Devil's Deception)
Reverence of the Prophet’s family and Companions

86
The Plan – Roles and Projects
 Phase 1 (2011 to 2015)
− General Projects
 Treatment of the crisis factors
Social and Moral
Honoring one's parents
Family bonding (See works by Dr. Jasem Al-
Mutawwa’)
How to raise your children
Publication on ethics
Fight against smoking, drugs and alcohol

87
The Plan – Roles and Projects
 Phase 1 (2011 to 2015)
− General Projects
 Treatment of the crisis factors
Manifestations of civilization
Respect for time
Aesthetics
Commitment to good traffic manners

88
The Plan – Roles and Projects
 Phase 1 (2011 to 2015)
− General Projects
 Treatment of the crisis factors
Thought
Free your mind
Equity for the woman
Return to the original sources
Cleansing history
Simplifying the thought/ideology
Freedom as a fundamental
Contemporary application of the Sharia
Constitution of the Islamic State

89
The Plan – Roles and Projects
 Phase 1 (2011 to 2015)
− General Projects
 Treatment of the crisis factors
Leadership
The leadership specialization
 Dissemination of the intellectual (Please refer to the project at
mofaker.net)
 Informational/Media leadership
 Political leadership
 Investor leadership
 Leader/Commander (Leadership academy)
 Teacher
 Trainer
 Icons (See romooz.com)
 Faqih (Jurist)

90
The Plan – Roles and Projects
 Phase 1 (2011 to 2015)
− General Projects
 Treatment of the crisis factors
Leadership
The Leadership Curricula
 Incubation level (Kindergarten, Pre-School)
 Primary school level
 Middle school level
 Secondary school level
 University level (Al-Ruwwad : ‫)الرواد‬
 Adults (Al-Ibda’ : ‫)اإلبداع‬

91
The Plan – Roles and Projects
 Phase 1 (2011 to 2015)
− General Projects
 Improving Global Competitiveness
Development of curricula for basic education
Curricula of development of teachers
Center for quality control/supervision of education in the
Arab world
Arab Center for the control/supervision of the quality
of health
Arab Center for Transparency
Center for spreading democracyand political
freedom/liberty
Center of encouraging innovationand Scientific Research

92
The Plan – Roles and Projects
 Phase 1 (2011 to 2015)
− General Projects
 Media-based projects
Value-based campaigns
Production of value-based programs for children
Programs for building personal leadership
Production of dramas that inculcate positive values
Development of Arab films
Production of international films
New Media (Internet, Mobile)

93
The Plan – Roles and Projects
 Phase 1 (2011 to 2015)
− Special Projects (For each country)
 Center for preparation of leaders
 Promoting political freedom
 Fight against financial and administrative corruption
 Improving country effectiveness
 Development of education
 Quality of health
 Scientific research
 Development and activation of the Stock Exchange
 Development and activation of the Endowments (‫)األوقاف‬
 Center for Privatization
94
The Plan – Roles and Projects
 Phase 1 (2011 to 2015)
− Projects for Palestine
 Support the resistance
 Media Jihad (‫)الجهاد اإلعالمي‬
 Electronic Jihad (‫)الجهاد اإللكتروني‬

95
The Plan – Roles and Projects
 Phase 1 (2011 to 2015)
− Other projects
 Activating the Islamic movements
 Networking the innovators/creative individuals

96
The Plan – Roles and Projects
 Phase 2 (2016 to 2020)
− Raise the rank of Arab states in the following
competitive criteria by half
 Institutions
 Infrastructure
 Health and Primary Education
 Higher Education and Training

97
Institutions
Country Current Rank Future Rank
Kuwait 51 25
UAE 15 7
Qatar 9 4
Saudi Arabia 32 16
Oman 18 9
Bahrain 30 15
Egypt 56 28

98
Institutions
Country Current Rank Future Rank
Algeria 115 57

Morocco 64 32

Tunisia 23 11

Libya 67 33

Jordan 25 12

Syria 57 28

Mauritania 100 50
99
Infrastructure
Country Current Rank Future Rank
Kuwait 50 25
UAE 6 3
Qatar 39 19
Saudi Arabia 36 18
Oman 29 15
Bahrain 27 13
Egypt 55 27

100
Infrastructure
Country Current Rank Future Rank
Algeria 99 49

Morocco 70 35

Tunisia 37 18

Libya 105 52

Jordan 42 21

Syria 79 40

Mauritania 118 59

101
Health and Primary Education
Country Current Rank Future Rank
Kuwait 73 36
UAE 20 10
Qatar 8 4
Saudi Arabia 71 35
Oman 92 46
Bahrain 37 18
Egypt 84 42

102
Health and Primary Education
Country Current Rank Future Rank
Algeria 77 38

Morocco 87 43

Tunisia 30 15

Libya 104 52

Jordan 57 28

Syria 70 35

Mauritania 114 57

103
Higher Education and Training
Country Current Rank Future Rank
Kuwait 82 41
UAE 29 14
Qatar 25 12
Saudi Arabia 53 26
Oman 67 33
Bahrain 48 24
Egypt 88 44

104
Higher Education and Training
Country Current Rank Future Rank
Algeria 102 51

Morocco 99 49

Tunisia 32 16

Libya 75 37

Jordan 42 21

Syria 104 52

Mauritania 132 66

105
The Plan – Roles and Projects
 Phase 2 (2016 to 2020)
− Building the following institutions:
 Organization to spread the call for political
freedom
 Education Development
 Development of a free economy
 Islamic Foundation for Waqf (Endowment)
 Sophisticated health system

106
The Plan – Roles and Projects
 Phase 3 (2021 to 2025)
− Raise the rank of Arab states in the following
competitive criteria by half
 Goods market efficiency
 Labor market efficiency
 Financial market development
 Technological readiness
 Business sophistication

107
Goods market efficiency
Country Current Rank Future Rank
Kuwait 63 31
UAE 10 5
Qatar 21 10
Saudi Arabia 29 15
Oman 33 16
Bahrain 22 11
Egypt 87 43

108
Goods market efficiency
Country Current Rank Future Rank
Algeria 97 49

Morocco 68 34

Tunisia 39 20

Libya 119 60

Jordan 43 21

Syria 101 50

Mauritania 111 55

109
Labor market efficiency
Country Current Rank Future Rank
Kuwait 59 30
UAE 16 8
Qatar 14 7
Saudi Arabia 71 35
Oman 33 15
Bahrain 35 17
Egypt 126 63

110
Labor market efficiency
Country Current Rank Future Rank
Algeria 127 64

Morocco 129 65

Tunisia 98 49

Libya 132 66

Jordan 106 53

Syria 128 64

Mauritania 95 48

111
Financial market development
Country Current Rank Future Rank
Kuwait 63 31
UAE 33 16
Qatar 35 17
Saudi Arabia 53 26
Oman 43 21
Bahrain 30 15
Egypt 84 42

112
Financial market development
Country Current Rank Future Rank
Algeria 90 45

Morocco 96 48

Tunisia 87 43

Libya 122 61

Jordan 52 26

Syria 123 62

Mauritania 129 65

113
Technological readiness
Country Current Rank Future Rank
Kuwait 63 32
UAE 33 16
Qatar 35 17
Saudi Arabia 53 26
Oman 43 21
Bahrain 30 15
Egypt 84 42

114
Technological readiness
Country Current Rank Future Rank
Algeria 90 45

Morocco 96 48

Tunisia 87 43

Libya 122 61

Jordan 52 26

Syria 123 62

Mauritania 129 65

115
Business sophistication
Country Current Rank Future Rank
Kuwait 50 25
UAE 19 10
Qatar 37 18
Saudi Arabia 35 17
Oman 57 28
Bahrain 61 30
Egypt 72 36

116
Business sophistication
Country Current Rank Future Rank
Algeria 128 64

Morocco 78 38

Tunisia 54 27

Libya 111 55

Jordan 49 25

Syria 90 45

Mauritania 125 62

117
The Plan – Roles and Projects
 Phase 3 (2021 to 2025)
− Raise the rank of Arab states in the following
competitive criteria by two-thirds
 Institutions
 Infrastructure
 Health and Primary Education
 Higher Education and Training

118
Institutions
Country Current Rank Future Rank
Kuwait 51 17
UAE 15 5
Qatar 9 3
Saudi Arabia 32 11
Oman 18 6
Bahrain 30 10
Egypt 56 19

119
Institutions
Country Current Rank Future Rank
Algeria 115 38

Morocco 64 21

Tunisia 23 8

Libya 67 22

Jordan 25 8

Syria 57 19

Mauritania 100 33
120
Infrastructure
Country Current Rank Future Rank
Kuwait 50 17
UAE 6 2
Qatar 39 13
Saudi Arabia 36 12
Oman 29 10
Bahrain 27 9
Egypt 55 18

121
Infrastructure
Country Current Rank Future Rank
Algeria 99 33

Morocco 70 23

Tunisia 37 12

Libya 105 35

Jordan 42 14

Syria 79 30

Mauritania 118 39

122
Health and Primary Education
Country Current Rank Future Rank
Kuwait 73 24
UAE 20 7
Qatar 8 3
Saudi Arabia 71 24
Oman 92 31
Bahrain 37 12
Egypt 84 28

123
Health and Primary Education
Country Current Rank Future Rank
Algeria 77 26

Morocco 87 29

Tunisia 30 10

Libya 104 35

Jordan 57 19

Syria 70 23

Mauritania 114 38

124
Higher Education and Training
Country Current Rank Future Rank
Kuwait 82 27
UAE 29 10
Qatar 25 8
Saudi Arabia 53 18
Oman 67 22
Bahrain 48 16
Egypt 88 29

125
Higher Education and Training
Country Current Rank Future Rank
Algeria 102 34

Morocco 99 33

Tunisia 32 11

Libya 75 25

Jordan 42 14

Syria 104 35

Mauritania 132 43

126
The Plan – Roles and Projects
 Phase 4 (2026 to 2030)
− Raise the rank of Arab states in the overall
competitive criteria by two-thirds

127
Overall Rank by 2030
Country Current Rank 2030 Ambition
Kuwait 39 13
UAE 23 8
Qatar 22 7
Saudi Arabia 28 9
Oman 41 14
Bahrain 38 13
Egypt 70 23

128
Overall Rank by 2030
Country CurrentRank 2030 Ambition

Algeria 83 28

Morocco 73 21

Tunisia 40 13

Libya 88 29

Jordan 50 17

Syria 94 31

Mauritania 113 38

129
The Plan – Roles and Projects
 Phase 4 (2026 to 2030)
− Creating a Confederation of Muslim countries
through the unification of
 Foreign Policies
 Finance
 Defense
 Travel (Freedom of cross-border travel)

130
The Plan – Roles and Projects
 Phase 4 (2026 to 2030)
− Creating a Confederation of Muslim countries
to be led by the following countries
 Turkey
 Malaysia
 Saudi Arabia
 Egypt

131
Generic Change Model
How do we reach
our vision ?

The
Plan
Reality
Vision
Where are we heading ? Where are we
today ?
Challenges
What prevents us from
realizing our objectives?

132
Generic Change Model
1. Phases and timelines
2. Roles/Responsibilities
and Projects
The
Plan
Reality
Vision
1. Describing our 1. Major crisis
civilization factors
2. Competitive Challenges 2. Fundamental
Objectives capabilities
1. Defining the challenges
2. Overcoming the
challenges
133
Concluding Remarks
 The basics of strategy management require that we define a
clear vision of the future, and in our case, a clear picture of
how the Muslim ummah will look like in the future. It simply
cannot be generic statements like “an Islamic state”, “an
Islamic Khalifah”, “to implement Shari’ah”. It must be in
some tangible form, preferably quantifiable and with
timelines.
 That is what we have tried to clarify in our vision statement
for the ummah over the next twenty years; to quantifiably
improve the level of economic competitiveness for each Muslim
country and to enhance the unity and cooperation among the
Muslim countries by proposing a confederation united in the
four suggested areas.
134
Concluding Remarks
 Is the proposed vision complete and perfect ? We do not claim
it as such but we believe it is definitely a good start.
 When we started on this project in 2008, many considered the
vision far-fetched considering the economic and political
situation then. Now events have changed significantly.
− The financial crisis in 2008 is crippling the economies of the West
and weakening their financial institutions. The biggest economy in
the world, the United States, is facing a major debt crisis.
− The spring uprising in 2011 will change the political landscape in
the Middle East. It’s opening the doors of freedom and greater
autonomy for the common people. It will help overcome our first
challenge factor; political despotism.

135
Concluding Remarks
 This work is very much still in progress. We are encouraged
by the many positive responses we have received indicating
that although the work is not perfect, we are on the right
track.
 We have created a web portal in Arabic (for now) to share our
ideas and invite comments and participation from all
interested Muslims.
− http://www.change-project.co
 We certainly invite comments and suggestions to improve
upon it.
 Kindly distribute report on this humble work to your circle of
friends.
136
Concluding Remarks
 The one who intends to do a good deed and actualizes it will be
rewarded by ten multiples and the one who intends to do a
good deed but does not actualize it will still be rewarded with a
single multiple of the deed.
 So make your intentions sincere and proceed with the deeds.
Don’t forget us in your prayers.

137
 Dr.TareqAl-Suwaidan
suwaidan@alresalah.net
www.suwaidan.com
00965 25761010
• This summary is prepared in collaboration with ANSI
Systems Sdn.Bhd in Malaysia.
• The company also produces e-books of selected topics in
Islam that I have lectured on.

eBook Stories
of the
Prophets in Al-Quran
(English version)

www.ESTORE.ansi.com.my