What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work. Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge. You know that the change needs to happen, but you don't really know how to go about delivering it. Where do you start? Whom do you involve? How do you see it through to the end?

1. Adil Nawaz Khan
United Nation Civic Education Volunteer

2. Leading Change from
Perspective of Islam

3. Qur’an, 14: 1)
(Surah Ibrahim)

4. Quran is guidance
for all matter of life.
About Change Allah
(swt) says in the
Qur’an,

5. (Qur’an, 17: 106)
(Surah Isra)

6. • When alcohol was prohibited in
Islam, it was not prohibited with
just one command;
• it was, in fact, prohibited in three
stages. Imam Ahmad recorded
that Abu Hurayrah said,

7. • In the first state,
• Declaration of gambling and wine
bad
(Al Baqrah, 2: 219).
• In the second stage,
• Avoid coming to prayers when
drunk (Al Nisah:;,43).
• In the final stage, Allah
• ‘Gambling and drinking wine is
the work of Satan, so avoid it that
you may be successful’ (Al-
Maidah, 90).

8. No Excuses, Just
a Positive Change
• When we see the life of Prophet
Moosa (asws), when he was
given the task by Allah (swt),
• He gave excuses like,
• fear of getting killed, (Qur’an,
28: 33)
• fear that the people may deny
him (26: 12 )
• and fear that the people might
punish him. (20: 45)

9. • During a short period of 23 years, he
changed his society completely.
• The change which convert Arab from
• negative to positive,
• from darkness to light,
• falsehood to truth
• and from bad to good.
• Allah (swt) says in the Qur’an thus,
“Indeed, Allah will not change the condition of
a people until they (first) change what is in
themselves.” (Qur’an 13: 11)

10. What is
change
management
Change Management is
an approach to
transform:
• Individuals,
• Teams,
• and
Organizations/Govt
from a current state to
a desired future state.

11. Transforming
Organization/Govt
Organizations today are faced
increasingly with
• fierce competition,
• demanding
customers/Public,
• economic pressures,
• and financial crises.

12. Brcause….
Globalization &
Competition
Technological
Changes
International
Economic
Integration
Maturity
of
Market

13. The only Person who
likes Change is a
Wet BABY.
(Mark Twain)

14. Why Govt
Fail?
Because we fear
from Change

15. From Smooth Rowing
To Permanent White Water

16. Errors…
1. Allowing too much Complacency
2. Failing to create a sufficiently powerful
guiding coalition
3. Underestimating the power of vision
4. Under communicating the vision by a
factor of 10
5. Permitting obstacles to block the new
vision
6. Failing to create short-term wins
7. Declaring Victory too soon
8. Neglecting to anchor changes firmly in
the corporate culture

18. Establishing a sense of urgency
• Examining the market and competitive
realities
• Identifying and discussing crises,
potential crises, or major opportunities

19. Sense of Urgency
Complacency Performance
Change
Change

21. Creating Guiding Coalition
• Putting together a group with enough
power to lead the change
• Getting the group work together like a
team

22. • For major change is so difficult to accomplish by an
individual, there must be a powerful force is
required to sustain the process:
• This force is a team

23. Leadership
Position Power
Expertise
Credibility
•
Finding
the
right
people
•
Create
Trust
•
Develop
Common
Goal

24. Developing a
Vision and
Strategy

25. Vision
“ A picture of the future with some implicit
or explicit commentary on why people should
strive to create that future”

26. Why Vision is Essential
1. Clarifying the general direction of change
2. Motivating people to take action in the
right direction
3. Helping coordinate the actions of different
people

27. Characteristics of an effective
Vision
• Imaginable
• Desirable
• Feasible
•Focused
•Flexible
•Communicable

28. Communicating the
Change Vision
• Accepting a vision of the future can
be challenging intellectual; and
emotional task.
• Our minds naturally generate dozen
of questions.
• What will this mean for me?
• For my friend?
• The Organization?
• What other alternatives are
there?

29. What you can do:
• Use every vehicle possible
to communicate the
vision /strategy
• Talk often about your
change vision.
• Openly and honestly
address peoples' concerns
and anxieties.
• Apply your vision to all
aspects of operations –
from training to
performance reviews.
• Lead by example.

30. Empower Broad-based Action
• When urgency is high, a guiding coalition has created an
appropriate vision, and the vision has been well
communicated, still there are numerous obstacles for
change.
Employees understand the
vision and want to make it
a reality, but are boxed in
Supervisor
discourage
action
Personnel and
information
system
Formal
structures
Lack of
needed skills

31. •Empower people to take action
•Empower people to make decisions
•Empower people to recommend/make changes
•Empower people to do what is right
Once the employee is Empower

32. Generating Short Term Wins
• A Short Term Win describes an improvement in
actual or perceived service quality, achieved within
a short space of time with relatively little effort.

33. 1. Does the organizational culture
encourage individuals to act?
2.Do people have the
necessary resources to act?
4.Do people have the
authority to act?
3.Do people have the appropriate
skills and training to act?
5.Are the organizational structure
& systems aligned with the
vision?

34. Plan for and create short-term wins
• Create obtainable targets
• Encourage & convince people that targets can
be reached
• Recognize and reward “winners”

35. Create Climate for Change
Create
Urgency
Create
Guiding
Coalition
Create
Vision
Engage & Enable whole Organization
Communicat
e Vision
Empower
Employees
Generate
Short Term-
Wins
Implement & Sustain
Change
Sustain the
pace
Institute
Change

36. Consolidating
Gains and
Producing More
Change
Say the color, not the word
YELLOW
BLUE
ORANGE

37. Too often, initial successes
can make leadership
complacent
HR
Horizon
Case
Study
Project
Book
Review

38. After every win, analyze what went right and
what needs improving.
Set goals to continue building on the
momentum you've achieved.
Learn about kaizen, the idea of continuous
improvement.
Get more people involved to develop the
change
Keep ideas fresh by bringing in new change
agents and leaders for your change coalition.
What we
can do ?

39. Anchoring New Approaches In The
Culture
• Comes last, not first
• Depends on results
• Requires a lot of talk
• May involve turnover
• Makes decision on
succession crucial

40. Over a 3 Months
•Total cases of
corona 108K+
•while Death
2.1k+
Comparable
To New Zealand
Confirm 1.1k+
while deaths
only 22
Bye