The document provides details about the changes that National Database and Registration Authority (NADRA) of Pakistan underwent over time. Some key planned changes NADRA implemented included changing its mission and vision statements to take on a more commercial focus in addition to its public sector work. NADRA also changed its business model, focusing on developing in-house competence and technological implementations like software, hardware, databases and security measures. The changes helped NADRA transform from a typical government organization into a dynamic, customer-driven and self-reliant IT company. The changes were implemented through careful change management and organization of resources over time.
National Database and Registration Authority (NADRA) is the largest IT company in Pakistan, established in 2000 to create and maintain a secure database of Pakistani citizens. NADRA issues national identity cards, passports, and other documents. It has expanded to provide solutions to other governments and private sector clients. NADRA underwent significant changes to transform from a semi-government organization into a dynamic, technology-advanced company. This required cultural changes and overcoming initial resistance from employees and issues like a lack of change management planning. NADRA has since achieved several certifications and international recognition for its identity solutions.
The document discusses National Database and Registration Authority (NADRA) of Pakistan. It provides information on the establishment of NADRA in 2000 through a merger and its mandate to develop an identity system for 150 million citizens. It details NADRA's launch of the Multi-Biometric National Identity Card project to replace the previous paper-based system. It also provides statistics on NADRA's database size, certified status, functions regulated by acts, services provided, and examples of identity documents and records issued.
NADRA was established in 2000 with the main purpose of building a national biometric database of Pakistani citizens. It issues computerized national identity cards (CNICs) and other registration certificates. NADRA has over 17,000 employees and operates under a mixed hierarchical and matrix structure with provincial headquarters. It aims to include biographic information of every Pakistani citizen and has issued over 89.5 million CNICs as of 2012. NADRA is considered one of the top identity management organizations globally.
NADRA (National Database and Registration Authority)sssddd20
All details about Nadra
from the starting history to uptil now
took a lot of time making it and i did use it for mine presentation and I hope you guys would find in useful too
Pakistan and Turkey have longstanding political, economic, and military relations. Turkey supports Pakistan's membership in international organizations and its stance on Kashmir. Both countries cooperate to fight terrorism and conduct regular joint military exercises. Turkey provided humanitarian aid to Pakistan after the 2005 Kashmir earthquake. Economically, they are working to increase bilateral trade to $10 billion by 2020 and improving transportation links. Historically, agreements in the 1950s-60s strengthened their relationship and cooperation in various regional organizations. Turkey has consistently supported Pakistan diplomatically, including after its 1998 nuclear tests.
Pakistan has great geo-strategic significance due to its geographical location. It sits at a pivotal point between Central Asia, South Asia, China, the Middle East, and India. This gives it strategic importance as a transit route for trade, energy, and transportation. Pakistan also plays a key role in global and regional politics as the only nuclear power in the Islamic world and a partner in the war on terror.
The Pakistani military was formed after independence in 1947 and drew experienced officers from those who served under British rule. It has fought three wars against India and engaged in border skirmishes with Afghanistan and India. The military currently has over 921,000 active and reserve personnel across the army, navy, air force and paramilitary forces. It has participated in UN peacekeeping missions and provides disaster relief domestically and abroad.
Iran and Pakistan have close cultural, religious, and economic ties dating back centuries. They share a 909 km border and were among the first to recognize each other after gaining independence. The two countries have supported each other militarily, including during the 1965 and 1971 Indo-Pakistani wars. More recently, they have sought to strengthen economic cooperation through projects like the Iran-Pakistan gas pipeline and increased bilateral trade, though American opposition to Iran has posed challenges. Defense agreements also aim to bolster military collaboration between the two neighbors.
National Database and Registration Authority (NADRA) is the largest IT company in Pakistan, established in 2000 to create and maintain a secure database of Pakistani citizens. NADRA issues national identity cards, passports, and other documents. It has expanded to provide solutions to other governments and private sector clients. NADRA underwent significant changes to transform from a semi-government organization into a dynamic, technology-advanced company. This required cultural changes and overcoming initial resistance from employees and issues like a lack of change management planning. NADRA has since achieved several certifications and international recognition for its identity solutions.
The document discusses National Database and Registration Authority (NADRA) of Pakistan. It provides information on the establishment of NADRA in 2000 through a merger and its mandate to develop an identity system for 150 million citizens. It details NADRA's launch of the Multi-Biometric National Identity Card project to replace the previous paper-based system. It also provides statistics on NADRA's database size, certified status, functions regulated by acts, services provided, and examples of identity documents and records issued.
NADRA was established in 2000 with the main purpose of building a national biometric database of Pakistani citizens. It issues computerized national identity cards (CNICs) and other registration certificates. NADRA has over 17,000 employees and operates under a mixed hierarchical and matrix structure with provincial headquarters. It aims to include biographic information of every Pakistani citizen and has issued over 89.5 million CNICs as of 2012. NADRA is considered one of the top identity management organizations globally.
NADRA (National Database and Registration Authority)sssddd20
All details about Nadra
from the starting history to uptil now
took a lot of time making it and i did use it for mine presentation and I hope you guys would find in useful too
Pakistan and Turkey have longstanding political, economic, and military relations. Turkey supports Pakistan's membership in international organizations and its stance on Kashmir. Both countries cooperate to fight terrorism and conduct regular joint military exercises. Turkey provided humanitarian aid to Pakistan after the 2005 Kashmir earthquake. Economically, they are working to increase bilateral trade to $10 billion by 2020 and improving transportation links. Historically, agreements in the 1950s-60s strengthened their relationship and cooperation in various regional organizations. Turkey has consistently supported Pakistan diplomatically, including after its 1998 nuclear tests.
Pakistan has great geo-strategic significance due to its geographical location. It sits at a pivotal point between Central Asia, South Asia, China, the Middle East, and India. This gives it strategic importance as a transit route for trade, energy, and transportation. Pakistan also plays a key role in global and regional politics as the only nuclear power in the Islamic world and a partner in the war on terror.
The Pakistani military was formed after independence in 1947 and drew experienced officers from those who served under British rule. It has fought three wars against India and engaged in border skirmishes with Afghanistan and India. The military currently has over 921,000 active and reserve personnel across the army, navy, air force and paramilitary forces. It has participated in UN peacekeeping missions and provides disaster relief domestically and abroad.
Iran and Pakistan have close cultural, religious, and economic ties dating back centuries. They share a 909 km border and were among the first to recognize each other after gaining independence. The two countries have supported each other militarily, including during the 1965 and 1971 Indo-Pakistani wars. More recently, they have sought to strengthen economic cooperation through projects like the Iran-Pakistan gas pipeline and increased bilateral trade, though American opposition to Iran has posed challenges. Defense agreements also aim to bolster military collaboration between the two neighbors.
The document summarizes the history and current state of relations between Pakistan and Iran. It notes that Pakistan and Iran have longstanding cultural, economic, and political ties dating back to 1949. Key points of cooperation have included trade agreements, joint economic commissions, Iranian support for Pakistan in its wars with India, and discussions around a proposed natural gas pipeline to strengthen economic integration. However, tensions have also emerged at times due to differing positions on issues like the Afghan conflict and Iran's nuclear program. Overall the document outlines the complex relationship between the two neighboring countries.
The document summarizes Pakistan and UAE relations. It discusses the history of their relations beginning in 1971 when Pakistan was the first country to recognize the UAE. The countries have close social, economic, and military ties. However, their relationship was strained during a conflict in Yemen when Pakistan did not support the UAE militarily. Overall the two countries have strong fraternal ties due to shared Islamic faith and culture, and efforts to strengthen economic and political cooperation.
The document summarizes Sino-Pakistani relations from 1947 to 2017. It discusses major agreements between China and Pakistan, China's support for Pakistan's nuclear program and during wars with India. It outlines China's projects with Pakistan and other Asian countries through initiatives like the China-Pakistan Economic Corridor and One Belt One Road. These infrastructure and development projects strengthen economic and strategic ties between China and Pakistan.
A snapshot into election history in pakistanSaqib Rasheed
Get the Snapshot into Election History of Pakistan. Attached PDF contains detailed History of Pakistan Elections to provide complete knowledge to the citizens of Pakistan about Pakistan Elections.
http://pakvoter.org/content/snapshot-election-history-pakistan-1
This document lists several achievements and records held by Pakistan and Pakistanis:
- Pakistan operates civil nuclear power plants, has the 6th largest military, and 6th largest active military personnel.
- An Air Commodore holds the world record for shooting down 5 planes in under a minute.
- Edhi runs the world's largest ambulance network in Pakistan.
- Several young Pakistanis hold records including the youngest to pass certain exams and competitions.
- Pakistan holds records for largest flag, largest kurta, largest mosque, and largest milk processing plant.
- Several sports records are held by Pakistani athletes like longest winning squash streak and highest speed for a cricket ball.
- Pakistan's national anthem was
Pakistan and Iran have historically close relations due to their shared border, religious and cultural ties. Iran was the first country to recognize Pakistan after its independence. The two countries have supported each other in times of need, such as during the 1971 war for Bangladeshi independence and after natural disasters. While relations became strained after Pakistan allied with the US post-9/11, the two countries have sought to improve economic and security cooperation in recent years through projects like gas pipelines and improving border management. High-level military visits between the two countries in 2017 and 2018 aim to further strengthen bilateral relations.
The document summarizes the history of Pakistan and China's diplomatic relationship from 1950 to present day. It outlines key events such as the establishment of diplomatic relations in 1951 and China's support for Pakistan during its wars with India. It also discusses major cooperative economic projects between the two countries like the Karakoram Highway and China's investments in Pakistan's infrastructure and energy sector through the China-Pakistan Economic Corridor initiative. The relationship has strengthened over time based on strategic interests and mutual economic and military support.
The Pakistani economy has experienced difficulties in recent years. It suffered from political disputes, population growth, and tensions with India that slowed growth. High inflation, especially above 9% in 2005, has also harmed the economy. More recently, widespread power outages have damaged industries, and the global financial crisis caused Pakistan's foreign reserves and balance of payments to decline sharply in 2008, resulting in an IMF bailout. The value of the Pakistani rupee against the dollar has also fallen over this period.
ECONOMICAL REFORMS
Savings and Investments
Human capital development
Agriculture
Dams
Women Empowerment
1.Gross domestic product
Increased from $60billion to $170 billion
2.Domestic and foreign investements
Increased from $60 billion to $170billion
3.Exports
Tripled form $7billion to $22 billion
4.International trade
Increased from $20 billion to $60 billion
Pakistan has pursued different foreign policy eras since independence based on the geopolitical context. These include an initial era of neutrality (1947-1953), followed by an era of alliances (1954-1962) where it joined defense pacts. It then pursued bilateralism (1963-1978), non-alignment (1979-1989), relationships shaped by the post-Cold War environment (1990-2001), and its current era focused on the global war on terror (2001-present). Pakistan has had to balance relationships with neighboring states like Afghanistan, China, and India, while also cooperating in organizations like the Non-Aligned Movement and Organization of Islamic Cooperation.
Pakistan and Saudi Arabia have historically enjoyed warm relations based on their shared Islamic heritage and anti-imperialist stances. In the 1940s and 1950s, Saudi Arabia benefited from Pakistani military support against Yemen while Pakistan received Saudi backing in the Kashmir issue. However, the 1970s saw some tensions due to Pakistan's regional alignments. Relations strengthened again in the 1980s with cooperation supporting Afghan mujahideen and Pakistani troops protecting Saudi holy sites in the 1990 Gulf War. Currently, Saudi Arabia views Pakistan as an important strategic partner.
This document provides an overview of the security considerations for the China-Pakistan Economic Corridor (CPEC) project. It discusses the geographical route of CPEC and potential bottlenecks. It then analyzes the external security views and threats from countries like China, US, India, Russia, Iran, and Afghanistan. Internally, it identifies threats from religious terrorist groups like TTP and nationalist separatist movements in Balochistan, Sindh, and other regions. The document highlights the diverse challenges along the route from difficult terrain to threats posed by various demographic and political factors. It argues that ensuring security along CPEC will require addressing both external and internal threats through measures such as securing critical points, effective
pakistan and india relation till 1947 to 2016Usama Ahmad
The document summarizes the history of relations between India and Pakistan since their partition in 1947. It discusses key events and disputes that have strained relations such as the partition of British India, the Kashmir dispute, several Indo-Pakistan wars, and ongoing tensions over terrorism. While the two countries have had hostile relations for decades, they have also attempted negotiations and agreements to reduce tensions, such as the Simla Agreement and later composite dialogue processes.
Pakistan and Iran have close cultural, religious, and economic ties dating back centuries. They share a 909 km border and have supported each other militarily and politically, including during the 1965 and 1971 Indo-Pakistani wars where Iran provided military aid to Pakistan. Economic cooperation has increased in recent decades through agreements like the Iran-Pakistan gas pipeline and preferential trade deals, though American opposition to Iran poses challenges. Defense cooperation is also an important aspect of the bilateral relationship.
The China-Pakistan Economic Corridor (CPEC) is a $51 billion investment in Pakistani infrastructure and energy projects. It aims to expand roads, railways and pipelines to connect China's Xinjiang province to Pakistan's Gwadar Port. The projects are expected to boost Pakistan's economy by adding 2-2.5% annual growth and creating over 700,000 jobs by 2030. CPEC is seen as extending China's One Belt, One Road initiative and is a major part of China's development plan.
The research paper is based on analysis of annual report of PTC and its key competitors, published articles on Pakistan tobacco industry and interview of PTC Territory Executive Lahore Region Mr Raja Faheem.
Due to time and resource constraints, the study has focused on tobacco cigarettes only. For both PTC and its competitors. Therefore, all the evaluations and results relate to tobacco cigarettes and other tobacco and no-tobacco products are not analysed of the company.
Pakistan and Iran have a long history of close relations since Pakistan's establishment in 1947. Iran was the first country to recognize Pakistan and the two countries signed a treaty of friendship in 1950. They have supported each other both militarily and economically over the years, including during the 1965 and 1971 Indo-Pakistan wars. While relations faced some difficulties during the Soviet-Afghan war and rise of the Taliban, the countries have worked to rehabilitate ties in recent decades. They continue economic cooperation like on a proposed Iran-Pakistan gas pipeline and aim to strengthen security cooperation along their shared border.
This document provides an overview of the relationship between Pakistan and India, with a focus on the disputed region of Kashmir. It discusses:
1) The partition of British India and how Kashmir's accession became a point of contention.
2) India's diplomatic success in portraying Kashmir as an internal issue rather than an international dispute, due to its unified stance compared to divisions within Pakistan.
3) The origins of the Kashmir dispute, from the maharaja's rule to the UN resolutions calling for a plebiscite that was never implemented.
4) Various proposals over the decades to resolve the dispute through compromise, such as an independent Kashmir or accepting the current line of control
The document discusses Pakistan's national security challenges from external threats. It outlines several threats: from India due to territorial disputes over Kashmir; from Afghanistan due to instability; from Iran over border issues; and from Baloch insurgents fighting for independence. It also discusses threats from sectarian terrorism within Pakistan and how terrorism has impacted relations with the US. Pakistan faces a complex set of external security challenges from its neighbors and internal threats from non-state actors that complicate its national security environment.
This document provides a translation of the Quran by Shaykh Mufti Taqi Usmani. It includes an introduction about the translator and then provides the full text of the Quran translated into English in 114 chapters. Each chapter includes the Arabic text followed by the English translation.
Current State of Digital Content - April 2011ValueNotes
As e-book sales offer a substitute for sales of print editions, the gap between digital and print is closing. Publishers have had to revisit their production and distribution functions to address the growing digital market. The report establishes the impact of digitization on the publishing industry.
The document summarizes the history and current state of relations between Pakistan and Iran. It notes that Pakistan and Iran have longstanding cultural, economic, and political ties dating back to 1949. Key points of cooperation have included trade agreements, joint economic commissions, Iranian support for Pakistan in its wars with India, and discussions around a proposed natural gas pipeline to strengthen economic integration. However, tensions have also emerged at times due to differing positions on issues like the Afghan conflict and Iran's nuclear program. Overall the document outlines the complex relationship between the two neighboring countries.
The document summarizes Pakistan and UAE relations. It discusses the history of their relations beginning in 1971 when Pakistan was the first country to recognize the UAE. The countries have close social, economic, and military ties. However, their relationship was strained during a conflict in Yemen when Pakistan did not support the UAE militarily. Overall the two countries have strong fraternal ties due to shared Islamic faith and culture, and efforts to strengthen economic and political cooperation.
The document summarizes Sino-Pakistani relations from 1947 to 2017. It discusses major agreements between China and Pakistan, China's support for Pakistan's nuclear program and during wars with India. It outlines China's projects with Pakistan and other Asian countries through initiatives like the China-Pakistan Economic Corridor and One Belt One Road. These infrastructure and development projects strengthen economic and strategic ties between China and Pakistan.
A snapshot into election history in pakistanSaqib Rasheed
Get the Snapshot into Election History of Pakistan. Attached PDF contains detailed History of Pakistan Elections to provide complete knowledge to the citizens of Pakistan about Pakistan Elections.
http://pakvoter.org/content/snapshot-election-history-pakistan-1
This document lists several achievements and records held by Pakistan and Pakistanis:
- Pakistan operates civil nuclear power plants, has the 6th largest military, and 6th largest active military personnel.
- An Air Commodore holds the world record for shooting down 5 planes in under a minute.
- Edhi runs the world's largest ambulance network in Pakistan.
- Several young Pakistanis hold records including the youngest to pass certain exams and competitions.
- Pakistan holds records for largest flag, largest kurta, largest mosque, and largest milk processing plant.
- Several sports records are held by Pakistani athletes like longest winning squash streak and highest speed for a cricket ball.
- Pakistan's national anthem was
Pakistan and Iran have historically close relations due to their shared border, religious and cultural ties. Iran was the first country to recognize Pakistan after its independence. The two countries have supported each other in times of need, such as during the 1971 war for Bangladeshi independence and after natural disasters. While relations became strained after Pakistan allied with the US post-9/11, the two countries have sought to improve economic and security cooperation in recent years through projects like gas pipelines and improving border management. High-level military visits between the two countries in 2017 and 2018 aim to further strengthen bilateral relations.
The document summarizes the history of Pakistan and China's diplomatic relationship from 1950 to present day. It outlines key events such as the establishment of diplomatic relations in 1951 and China's support for Pakistan during its wars with India. It also discusses major cooperative economic projects between the two countries like the Karakoram Highway and China's investments in Pakistan's infrastructure and energy sector through the China-Pakistan Economic Corridor initiative. The relationship has strengthened over time based on strategic interests and mutual economic and military support.
The Pakistani economy has experienced difficulties in recent years. It suffered from political disputes, population growth, and tensions with India that slowed growth. High inflation, especially above 9% in 2005, has also harmed the economy. More recently, widespread power outages have damaged industries, and the global financial crisis caused Pakistan's foreign reserves and balance of payments to decline sharply in 2008, resulting in an IMF bailout. The value of the Pakistani rupee against the dollar has also fallen over this period.
ECONOMICAL REFORMS
Savings and Investments
Human capital development
Agriculture
Dams
Women Empowerment
1.Gross domestic product
Increased from $60billion to $170 billion
2.Domestic and foreign investements
Increased from $60 billion to $170billion
3.Exports
Tripled form $7billion to $22 billion
4.International trade
Increased from $20 billion to $60 billion
Pakistan has pursued different foreign policy eras since independence based on the geopolitical context. These include an initial era of neutrality (1947-1953), followed by an era of alliances (1954-1962) where it joined defense pacts. It then pursued bilateralism (1963-1978), non-alignment (1979-1989), relationships shaped by the post-Cold War environment (1990-2001), and its current era focused on the global war on terror (2001-present). Pakistan has had to balance relationships with neighboring states like Afghanistan, China, and India, while also cooperating in organizations like the Non-Aligned Movement and Organization of Islamic Cooperation.
Pakistan and Saudi Arabia have historically enjoyed warm relations based on their shared Islamic heritage and anti-imperialist stances. In the 1940s and 1950s, Saudi Arabia benefited from Pakistani military support against Yemen while Pakistan received Saudi backing in the Kashmir issue. However, the 1970s saw some tensions due to Pakistan's regional alignments. Relations strengthened again in the 1980s with cooperation supporting Afghan mujahideen and Pakistani troops protecting Saudi holy sites in the 1990 Gulf War. Currently, Saudi Arabia views Pakistan as an important strategic partner.
This document provides an overview of the security considerations for the China-Pakistan Economic Corridor (CPEC) project. It discusses the geographical route of CPEC and potential bottlenecks. It then analyzes the external security views and threats from countries like China, US, India, Russia, Iran, and Afghanistan. Internally, it identifies threats from religious terrorist groups like TTP and nationalist separatist movements in Balochistan, Sindh, and other regions. The document highlights the diverse challenges along the route from difficult terrain to threats posed by various demographic and political factors. It argues that ensuring security along CPEC will require addressing both external and internal threats through measures such as securing critical points, effective
pakistan and india relation till 1947 to 2016Usama Ahmad
The document summarizes the history of relations between India and Pakistan since their partition in 1947. It discusses key events and disputes that have strained relations such as the partition of British India, the Kashmir dispute, several Indo-Pakistan wars, and ongoing tensions over terrorism. While the two countries have had hostile relations for decades, they have also attempted negotiations and agreements to reduce tensions, such as the Simla Agreement and later composite dialogue processes.
Pakistan and Iran have close cultural, religious, and economic ties dating back centuries. They share a 909 km border and have supported each other militarily and politically, including during the 1965 and 1971 Indo-Pakistani wars where Iran provided military aid to Pakistan. Economic cooperation has increased in recent decades through agreements like the Iran-Pakistan gas pipeline and preferential trade deals, though American opposition to Iran poses challenges. Defense cooperation is also an important aspect of the bilateral relationship.
The China-Pakistan Economic Corridor (CPEC) is a $51 billion investment in Pakistani infrastructure and energy projects. It aims to expand roads, railways and pipelines to connect China's Xinjiang province to Pakistan's Gwadar Port. The projects are expected to boost Pakistan's economy by adding 2-2.5% annual growth and creating over 700,000 jobs by 2030. CPEC is seen as extending China's One Belt, One Road initiative and is a major part of China's development plan.
The research paper is based on analysis of annual report of PTC and its key competitors, published articles on Pakistan tobacco industry and interview of PTC Territory Executive Lahore Region Mr Raja Faheem.
Due to time and resource constraints, the study has focused on tobacco cigarettes only. For both PTC and its competitors. Therefore, all the evaluations and results relate to tobacco cigarettes and other tobacco and no-tobacco products are not analysed of the company.
Pakistan and Iran have a long history of close relations since Pakistan's establishment in 1947. Iran was the first country to recognize Pakistan and the two countries signed a treaty of friendship in 1950. They have supported each other both militarily and economically over the years, including during the 1965 and 1971 Indo-Pakistan wars. While relations faced some difficulties during the Soviet-Afghan war and rise of the Taliban, the countries have worked to rehabilitate ties in recent decades. They continue economic cooperation like on a proposed Iran-Pakistan gas pipeline and aim to strengthen security cooperation along their shared border.
This document provides an overview of the relationship between Pakistan and India, with a focus on the disputed region of Kashmir. It discusses:
1) The partition of British India and how Kashmir's accession became a point of contention.
2) India's diplomatic success in portraying Kashmir as an internal issue rather than an international dispute, due to its unified stance compared to divisions within Pakistan.
3) The origins of the Kashmir dispute, from the maharaja's rule to the UN resolutions calling for a plebiscite that was never implemented.
4) Various proposals over the decades to resolve the dispute through compromise, such as an independent Kashmir or accepting the current line of control
The document discusses Pakistan's national security challenges from external threats. It outlines several threats: from India due to territorial disputes over Kashmir; from Afghanistan due to instability; from Iran over border issues; and from Baloch insurgents fighting for independence. It also discusses threats from sectarian terrorism within Pakistan and how terrorism has impacted relations with the US. Pakistan faces a complex set of external security challenges from its neighbors and internal threats from non-state actors that complicate its national security environment.
This document provides a translation of the Quran by Shaykh Mufti Taqi Usmani. It includes an introduction about the translator and then provides the full text of the Quran translated into English in 114 chapters. Each chapter includes the Arabic text followed by the English translation.
Current State of Digital Content - April 2011ValueNotes
As e-book sales offer a substitute for sales of print editions, the gap between digital and print is closing. Publishers have had to revisit their production and distribution functions to address the growing digital market. The report establishes the impact of digitization on the publishing industry.
This document provides definitions for various terms used in connection with Hajj and explanations of sacred places. It defines terms like Ihram, Miqat, Arafat, Mina, Muzdalifa, Makkah, Madinah and describes important locations like the Kaaba, Masjid al-Haram, Jabal al-Rahmah and others. It is intended to give readers background information on the basics of Hajj practices and the sacred sites involved through concise descriptions of over 50 terms and places.
This document provides an overview and summary of the 2015 GEM South Africa report. It includes:
1) An executive summary that highlights the key findings of the report, including that entrepreneurial activity in South Africa is very low compared to other African countries, decreased significantly in 2014, and is constrained by factors like access to financing and education.
2) Background information on the GEM methodology, which involves an Adult Population Survey and National Experts Survey to study entrepreneurship.
3) A literature review of South Africa's entrepreneurial landscape according to GEM data from 2001-2014, including profiles of entrepreneurs, constraints, and government support programs.
4) Analysis of South Africa's entrepreneurship ecosystem from
This document contains a translation of the Quran by Shaykh Mufti Taqi Usmani. It includes an introduction about the translator and lists of his publications. The bulk of the document consists of the text of the Quran organized by surah (chapter), beginning with Al-Fatihah (The Opening) and continuing through the first few ayat (verses) of Al-Baqarah (The Cow).
Learn Quran Online by qualified expert live Quran teachers. Learn Bold Letters, Madda Letters, Ghunna Rules, Harakaat, Tanween, Madd Muttasil, Munfasil, Ikhfa, Idgham, Izhar, Iqlab and Rules of Meem Sakin, Rules of Raa, Rules of Sajdah, Rules of stopping, Attributes of the letters (Siffat ul Huroof). Students from all over the world can join us. TheIslamSchool.com (An Online Quran Institute) with Quran teaching , Quran Learning and Quran reading Classes. Live Quran Tutoring for Adults and Kids.
"The best and easiest book for learning Tajweed ul Quran by TIS" (theislamschool.com)
This book teaches how to recite Quran the way it was revealed for those who do know how to read Arabic text. It goes gradually from the simplest rules of Tajweed that can be applied on the short Surahs that most people know and recite
during Salah. The teacher can teach the rules step by step and apply them on the way on each Surah starting from Surah Annas ( )سورۃ الناسuntil the learners can get all the rules on the way while they are reading from Quran.
May Allah teach us that which benefits us and may He benefit us with what He taught us.
---Muhammad Tahir bashir
Learn Quran Online by qualified expert live Quran teachers. Learn Bold Letters, Madda Letters, Ghunna Rules, Harakaat, Tanween, Madd Muttasil, Munfasil, Ikhfa, Idgham, Izhar, Iqlab and Rules of Meem Sakin, Rules of Raa, Rules of Sajdah, Rules of stopping, Attributes of the letters (Siffat ul Huroof). Students from all over the world can join us. TheIslamSchool.com (An Online Quran Institute) with Quran teaching , Quran Learning and Quran reading Classes. Live Quran Tutoring for Adults and Kids.
"The best and easiest book for learning Tajweed ul Quran by TIS" (theislamschool.com)
This book teaches how to recite Quran the way it was revealed for those who do know how to read Arabic text. It goes gradually from the simplest rules of Tajweed that can be applied on the short Surahs that most people know and recite
during Salah. The teacher can teach the rules step by step and apply them on the way on each Surah starting from Surah Annas ( )سورۃ الناسuntil the learners can get all the rules on the way while they are reading from Quran.
May Allah teach us that which benefits us and may He benefit us with what He taught us.
---Muhammad Tahir bashir
Ryder Systems, Inc. Case Study: Comprehensive Business Analysis and Review Jeff Shields
Ryder Systems operates in fleet management and supply chain management. It provides vehicle leasing, rental, and maintenance services, as well as logistics services like transportation and distribution management. The company aims to grow these businesses by targeting private fleets and key industries with innovative solutions and operational excellence. It employs over 28,000 people and maintains a fleet of over 200,000 vehicles across North America and the UK.
This document discusses project portfolio management at The Blackstone Group, a large private equity firm. It provides background on Blackstone's history and business lines. The literature review examines the role of project managers in different organizational structures and defines project success criteria. The methodology section outlines the research design, which involves qualitative analysis of Blackstone's heuristic process, methods of analysis, and models used by its project portfolio management teams. Key findings include details of Blackstone's project prioritization and implementation processes, the importance it places on governance, and how it evaluates project performance. The conclusion discusses implications for scaling operations and adapting to market changes.
This document provides an overview and analysis of protecting education in the Middle East and North Africa region. It begins with introducing key terms and the study's scope and methodology. It then provides a regional overview of education insecurity and the applicable international and regional legal frameworks. The bulk of the document consists of three country case studies on Egypt, Iraq, and Lebanon that examine the domestic implementation of international obligations to protect education. It analyzes the legal frameworks and challenges in each country and compares the approaches. The document concludes with a thematic analysis on issues like education for displaced populations and education in post-conflict contexts.
Booster Juice Expansion into the UK: A Marketing StrategyKate Taylor
This marketing plan was assigned in BUSI 4205: International Marketing at Carleton University. This assignment made it possible for students to familiarize themselves with strategic planning and decision making in international marketing as well as the applied information sources that are available to managers for researching foreign markets.
This document provides an overview of principles for effective language teaching. It discusses three main categories of principles: cognitive principles, social principles, and socio-linguistic principles. For cognitive principles, it examines theories of automaticity of acquisition and meaningful learning. It argues that both are important, contradicting each other, and that meaningful learning which associates new concepts with existing knowledge is key. The document also provides brief introductions to the other principle categories and chapters that will further explore language teaching methods, paradigms, curriculum design, and classroom management strategies.
This document provides an introduction and overview of key topics related to managing organizational change. It discusses why studying organizational change and the role of leadership in change processes is important. It notes that the ability to change is critical for organizational viability. Additionally, it highlights the importance of organizational identity in change processes and how leaders play a role in shaping organizational culture and image during times of change. The introduction sets up the overall context and themes that will be explored further in the paper.
TRADE WINDS OF CHANGE - WOMEN ENTREPRENEURS ON THE RISE IN SOUTH ASIA
Background country study – Pakistan
Fayyaz Yaseen and Vaqar Ahmed, Sustainable Development Policy Institute (SDPI)
This document contains excerpts from a training program on personality development conducted by L.R. Associates Pvt. Ltd. It includes sections on personality types, factors influencing personality, locus of control, introversion and extraversion. It also discusses personality theories, perceptual processes, learning theories, values, attitudes, conflict management, intellectual skills, emotional skills, interpersonal skills, managerial skills, the role of training and development, and determining training needs within an organization.
Understand the Ecosystem in E-COMMERCE project BlackbookVikas Gupta
This document provides a summary of a project report on understanding the e-commerce ecosystem. It includes a title page, certification from the project coordinator and guide, a declaration by the student, acknowledgements, a table of contents, and an executive summary. The report examines the impacts of e-commerce on firms in the Canadian optical connectivity equipment industry, focusing on four case studies of companies at different levels of the industry value chain. It analyzes how e-commerce has enabled process, product, and relational innovations for these firms.
This document contains an outline for a research paper written in Bahasa Indonesia. It includes chapters that introduce the background, problem statement, objectives, benefits of the study, theoretical framework, literature review on interactive learning models, learning outcomes, and environmental pollution. The methodology chapter describes the research design, sites, samples, instruments, and procedures. The findings and discussion chapters will present and analyze the results of the study. In conclusion, this outline provides the structure and organization for a research paper investigating the relationship between interactive learning models and learning outcomes.
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1. 1 | P a g e
National Defence University
Pakistan
Leadership & Change Management
March 24, 2014
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Hina Habib
Muhammad karim
Lubna Khan
Content
Introduction of NADRA .................................................................................................................................5
History...........................................................................................................................................................5
Mission Statement - appearing in the NADRA Ordinance, 2000 ..................................................................5
The Reason for the Change of Mission Statement .......................................................................................6
Vision Statement...........................................................................................................................................7
NADRAS Changed Statement of Vision.........................................................................................................7
Company way of working..............................................................................................................................8
Strategy of working with International, local, corporate clients..................................................................8
Local Clients ..................................................................................................................................................8
International Clients......................................................................................................................................9
Corporate Clients ..........................................................................................................................................9
Strategic Partners..........................................................................................................................................9
Products......................................................................................................................................................11
Computerized National Identity Card (CNIC)..............................................................................................11
National Identity Card for Overseas Pakistanis (NICOP).............................................................................11
Smart National Identity Card ......................................................................................................................11
Pakistan Origin Card (POC)..........................................................................................................................11
Pakistan Passports ......................................................................................................................................12
Family Registration Certificates (CRC) ........................................................... Error! Bookmark not defined.
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Child Registration Certificates (FRC)...........................................................................................................13
PURPOSE OF THE CHANGE..........................................................................................................................13
Good Governance .......................................................................................................................................13
Law Enforcement and National Security ....................................................................................................13
Efficient social support................................................................................................................................14
Benazir Income Support Program...............................................................................................................14
Pakistan Cards.............................................................................................................................................14
CHANGE MANAGEMENT.............................................................................................................................14
Internal/External Forces .............................................................................................................................15
INTERNAL FORCES.......................................................................................................................................15
External forces ............................................................................................................................................15
Audience .....................................................................................................................................................15
CRITERIA FOR CHANGE ...............................................................................................................................16
Planned Changes.........................................................................................................................................16
Accidental Changes (National & International Business Expansion) ..........................................................16
WAY OF CHANGE & PLANNING / STAGES...................................................................................................17
ORGANISATION OF RESOURCES .................................................................................................................18
HURDLES .....................................................................................................................................................20
TIME LINE....................................................................................................................................................21
2000 ............................................................................................................................................................21
2005 ............................................................................................................................................................21
2007 ............................................................................................................................................................21
2006 ............................................................................................................................................................21
2009 ............................................................................................................................................................21
2010 ............................................................................................................................................................22
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2012 ............................................................................................................................................................22
2014 ............................................................................................................................................................22
IMPLEMENTATION......................................................................................................................................22
Change in Business Model ..........................................................................................................................22
Impact of the Change in Business Model:...................................................................................................23
Change in Focus: In-house Competence Development..............................................................................25
Change in Mission and Vision .....................................................................................................................26
Technological Implementations..................................................................................................................26
Software......................................................................................................................................................27
Hardware ....................................................................................................................................................27
Databases....................................................................................................................................................27
Main Databases ..........................................................................................................................................28
Computerized ID Scheme............................................................................................................................28
Coding Scheme............................................................................................................................................28
Security .......................................................................................................................................................29
Backup.........................................................................................................................................................29
EVALUATION ...............................................................................................................................................30
Prevailing Problem Areas............................................................................................................................30
Other Prevailing Problems..........................................................................................................................30
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Introduction of NADRA
NADRA is one of the leading System Integrators in the global identification sector and boasts extensive
experience in designing, implementing and operating solutions for corporate and public sector clients.
NADRA offers its clients a portfolio of customizable solutions for identification, e-governance and secure
documents.
National Database and Registration Authority (NADRA) is the largest IT Companyin Pakistan and employs
a highly skilled work force of 11,100 technical andmanagement personnel. The company has maintained
its position among the top fifty companies of the world in the field of secure document solution
integration(by ID WORLD magazine) in 2005 and 2006. NADRA not only takes pride inproducing the
Computerized National ID Card of Pakistan but also in producingthe World’s first Machine Readable
Multi-Biometric Electronic Passport. NADRA has successfully implemented the Multi-Biometric National
Identity Card & Multi-Biometric e-Passport solutions for Pakistan, Passport Issuing System for Kenya,
Bangladesh High Security Driver’s License, and Civil Registration Management System for Sudan
amongst other projects.
History
In 1973, in a parliamentary session, Bhutto stated in parliament to the people of Pakistan, "due to the
absence of full statistical database of the people of this country, this country is operating in utter
darkness. The government starts issuing the National Identity Card (NIC) numbers to its citizens and
began performing government databases of the people in the government computers.
NADRA was established on 10 March 2000 by merging Directorate General of Registration Pakistan a
department created under 1973 constitution with National Database Organization (NDO), an attached
department under the Ministry of Interior, Government of Pakistan created for the 1998 cencus.NADRA
is an autonomous body to operate independently with the mandate to replace the old directorate
general of Registration with a computrised system of registering 150 million citizens; NADRA launched
the Multi-Biometric National Identity Card project developed in conformance with international security
documentation issuance practices in the year 2000. The program replaced the paper based Personal
Identity System of Pakistan that had been in use since 1973. To date over 96 Million citizens in Pakistan
and abroad have utilized the system.
Since 2004, NADRA has maintained its position among the top 50 companies of the world in the field of
Computerised National ID Card of Pakistan but also in producing the world’s firstMachine Readable
Multi-Biometric Electronic Passport.
Mission Statement - appearing in the NADRAOrdinance, 2000
NADRA is unique in its paradigm because as a Public Sector organization, NADRA had been created with
the sole mission of registering citizens of Pakistan to issuethem with a unique ID. The Mission
Statement, as appearing in the NADRAOrdinance, 2000 is as follows:-
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“ To introduce new, improved and modernized systems of registration, databases and data warehousing
for the country with their multiple beneficial uses and applications in order to achieve effective and
efficient running of the affairs of State and the general public”
The Reason for the Change of Mission Statement
1. With the passage of time and success of the civil registration project, there came about a
realization that NADRA’s products had commercial viability in the domestic and international
market. Also, with the establishment of the NADRA Swift Registration Centre (NSRC) and Mobile
Registration Vehicle (MRV) network all over Pakistan, NADRA possessed the requisite
infrastructure to undertake any large scale public sector project involving data acquisition.
2. Another stimulus was the lack of government funding and the need to become self-reliant.
Therefore, the Mission and Vision of NADRA were changed to include a commercialized aspect
to NADRA’s products and services.
NADRA’s renewed Mission Statement is defined as follows:
“To create and maintain a secure, authentic and dynamic database thatcomprehensively covers the
demographic, geographic, social and statisticalaspects of the citizens of Pakistan and provide to our own
and foreigngovernments effective homeland security solutions and assistance in goodgovernance. We
shall develop ourselves as a ‘Learning Organization’ in a culturethat fosters creativity, innovation,
commitment, dedication, continuousimprovement and a desire to excel by its employees”.
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Vision Statement
A Catalyst for Change NADRA is the most modern organization which will provide base for the better
governance of Pakistan and will also prove as a model organization for Public Sector of Pakistan.
NADRAS Changed Statement of Vision
In 2006, the vision statement was changed to:
NADRA having established itself as an industrial player of international stature envisions to:
• Become a World Class, leading Solution Provider in all areas of Homeland Security.
• Develop Human Potential that is considered the best in the word.
• Register all Pakistani Residents and Citizens by 2008.
• Become a World Leader in Technology Development.
• Develop System Integration excellence to implement and integrate proven, state-of-the-art
technologies to achieve specific business objective.
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Company way of working
The main aim of NADRA is to register the entire citizen base of Pakistan; the company needs to set up
operations in far flung areas where it is not cost effective to do so. On the other hand, NADRA is also a
self-revenue generating authority that needs to calculate return on investment in order to sustain itself.
NADRA balances the act of a national organization of strategic importance and a commercially viable
business entity.
Strategy of working with International,local,corporate clients
Local Clients
1. General public
2. Ministry of Interior
3. Benazir Income support program
4. Directorate General of Immigration and Passports
5. National Highway Authority
6. Earthquake Reconstruction & Rehabilitation Authority
7. UNHCR Pakistan
Clients Projects
Ministry of Interior National Identity Card System
Directorate General of Immigration and Passports Multi-Biometric Card System
National Highway Authority e-Toll System
Benazir Income Support Program
1. MNA/MPA/Senator Forms Processing Project
2. Emergency Relief (ER) for IDPs Project
3. Smart Card Project
4. World Bank Scorecard Survey Project
Earthquake Reconstruction & Rehabilitation
Authority
ERRA
UNHCR Pakistan Registration of Afghan Refugees
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International Clients
Clients Projects
Government of Sudan Civil Registration Project
Government of Kenya Passport Issuing System
Government of Bangladesh High Security Driver’s License
Government of Nigeria
Government of Sirilanka
National Identity Management System (NIMS)
ID card project
Corporate Clients
Sector Companies
Telecom Mobilink, Ufone, Telenor…
Financial Institutions Barclays, Royal Bank of Scotland, Standard Chartered,Allied Bank,
Utility Bill Companies PTCL, IESCO, SNGPL, SSGPL…
Strategic Partners
1. Bureau of Policy Research and Development
2. Directorate General Civil Defense
3. Directorate General of Immigration and Passport
4. Directorate General Federal Investigation Agency
5. National Police Academy
6. National Police Foundation
7. National Database & Registration Authority
8. Civil Armed Forces
9. National Police Foundation
10. Narcotics Division
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Products
Computerized National Identity Card (CNIC)
CNIC (Computerized National Identity Card) is the core product of NADRA issued to a valid/legitimate
citizen of Pakistan. It is a blend of state-of-the-art technology and well-defined business rules to
guarantee its authenticity and validity. Every genuine, 18 Years and above, citizen of Pakistan is eligible
for CNIC
National Identity Card for Overseas Pakistanis (NICOP)
NICOP (National Identity Card for Overseas Pakistanis) is a registration document to be issued to a
valid/legitimate citizen of Pakistan. Previously it was issued to overseas Pakistanis
working/living/staying/studying abroad for consecutive time period of six months or possessing dual
nationalities but now it can be issued to any citizen of Pakistan.
Smart National Identity Card
NADRA introduced the Smart National Identity Card (SNIC), Pakistan's first national electronic identity
card, in October 2012. Pakistan's SNIC contains a data chip and 36 security features. The SNIC complies
with ICAO standard 9303 and ISO standard 7816-4. The SNIC can be used for offline and online
identification, voting, pension disbursement, social and financial inclusion programs and other services.
NADRA aims to replace all 89.5 million CNICs with SNICs by 2020.
Pakistan Origin Card (POC)
The POC program endeavors to provide eligible foreigners with unprecedented incentives to get back to
their roots, while ensuring that the motherland remains tightly integrated with expatriates worldwide
which includes
1. Visa-free entry into Pakistan.
2. Indefinite stay in Pakistan.
3. Exemption from foreigner registration requirements.
4. Permission to purchase and sell property.
5. Right to open and operate bank accounts.
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Pakistan Passports
NADRA Multi-Biometric e-Passport solution uses overt and covert security features on the data page
supported by most sophisticated technology and business logic which makes it one of the most modern
passports of this era. NADRA has developed expertise in centralized and decentralized e-Passport
solutions to incorporate any feature as per clients’ specifications including integration of 4K, 8K, 32K,
64K, 72K RFID chip, Ghost Images, and Latex Screen printing. The system can help countries create a
highly secure integrated system encompassing immigration, Automated Border Control and passport
issuance while ensuring the genuineness of the holder as a valid citizen. The system requires minimum
human intervention that ensures transparency while maintaining ease of exit/ entry of citizens without
the holders being harassed unnecessarily.
The key features of NADRA’s system include:
1. PKI – Public Key Infrastructure
2. RFID Chip
3. Biometric features namely Facial & Fingerprint
4. IPI- Invisible Personal ID
5. 2D Barcode
6. Machine Readable Zone (MRZ)
7. Security Substrate and Laminate
8. Ultra Violet features Micro Printing
9. Holograms
10. Watermark Paper
11. Security Ink
12. 3 Color Intaglio Printing
13. Guilloche Patterns
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Child Registration Certificates (CRC)
Child Registration Certificates is a registration document used to register minors under the age of 18
years.
Family Registration Certificates (FRC)
Family Registration Certificates are documents issued to nationals of Pakistan highlighting the family
tree structure of the applicant.
PURPOSE OF THE CHANGE
Good Governance
To make Islamic Republic of Pakistan a country where rule of law reigns supreme; where every Pakistani
feels secure to lead a life in conformity with his religious beliefs, culture, heritage and customs; where a
Pakistani from any group, sect or province respects the culture, tradition and faith of the other, where
every foreign visitor feels welcome and secure.
Law Enforcement and National Security
Internal security holds pivotal place in national security policy of any country. Pakistan faces
extensiveinternal threats and challenges to its physical and human security, which arise mainly out
ofintolerance, extremism, militancy and terrorism – both in the non -urban and urban areas.
Criminalcorruption and societal crimes further compound the problem. On the whole, these threats
hamper prosperity of the people and progress of the state.so NADRA help the Security forces to
eliminate such types of threats.
1. Islamabad Security Project
2. Integrated Border Management System
3. Terrorism
4. Kidnaping
5. High security threats
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Efficient social support
Benazir Income Support Program
NADRA and BISP registration offices have been setup in relief camps on the directives of the President
and Prime Minister to register the deserving women for Rs.1000 monthly stipend.
Pakistan Cards
The National Database and Registration Authority (NADRA) has announced the start of its relief
operation in order to issue Pakistan Cards (PCs) to flood and rain-hit families
The PCs, debit cards working as ATM cards, would have a cash tab of Rs20,000 (each) and this amount
would be paid in two equal installments of Rs10,000 for each affected family.
CHANGE MANAGEMENT
The success of NADRA due to its change management is phenomenal. This success has been possible
through integration of information technology with people and a strong dynamic leadership. NADRA is
certainly using the most advanced technologies in the world, but the study of its organizational culture
reveals a uniqueness which is rare; the main role of NADRA’s change management initiative was to
achieve complete turnaround and transformation of a semi government organization into dynamic,
customer-driven, technologically advanced self-reliant IT Company:
NADRA specializes in change management and business process re-engineering of public and private
sector. The successful and seamless paradigm shift from “form based data acquisition” and “manual
registration system” to “interactive data acquisition” (Citizen Registration Project of Pakistan) proves
NADRA’s capability and urge to continuously improve its processes, systems and procedures. In addition,
NADRA is the first government authority to introduce a paperless office environment by implementing
work flow solutions.
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Internal/External Forces
INTERNAL FORCES
1. Employees
2. Organizational environment
3. Misuse of power
4. Employees’ unions
External forces
1. External environment
2. Government polices
3. Political instability
4. Latest technology
5. Proximityof centers
6. Growing population
Audience
NADRA’s entire organizational workforce, including retired army officers corresponding to the ranks of
Colonels or Brigadiers, employees deputed form the Government of Pakistan, the bulk of entry level and
mid-management IT and management professional from the corporate sector and there effects on the
General Public after the change had been implemented.
We will examine how change has transformed the role of NADRA to transform its self to a customer-
driven, dynamic, technologically advance self-reliant IT organization from a typical government or semi-
government organization.
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CRITERIA FOR CHANGE
NADRA is one of the few companies in Pakistan that have succeeded in a revolutionary turnaround
achieved primarily through cultural change. Following changes have shaped NADRA’s existing culture
are as follows:-
Planned Changes
1. Change in Business Model
2. In-house competence development
3. Change in Mission and Vision
Accidental Changes (National & International Business Expansion)
4. PTA
5. NGOs In Pakistan
6. Project with Nigerian government
7. Verification of voters thumb prints after election 2013
8. Mobile companies in Pakistan
9. PTCL Pakistan
10. Corporate with ISI, FIA, ANF ,CAA, PIA, AIRBLUE, Ministry of defense, HEC Pakistan
11. Project with sir Lankan government
12. Project with Bangladesh
13. Project with government of Sudan
14. Project with government of Kenya
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WAY OF CHANGE&PLANNING / STAGES
Change was accomplished by changing the core culture of the company, and by the courage and ability
of its leaders. Change was achieved through:
1. building the implementation plans; Planning, monitoring and controlling the software
improvement practices; change management models, processes and international standards i.e.
CMMI (a model for process improvement) being the main factor: Change was achieved through
CMMI project managers with their skills in dealing with the human change factor, at the
individual, team and organizational levels as this is being considered an essential ability for all
CMMI/ISO implementations.
Figure 1 NADRAS organizational processes areas were introduces & improved Leading to overall
organizational cultural change & improved Productivity & Quality.
2. Leading the organization to achieve its goal byStrong Leadership. High involvement of
chairman. Participative style ofmanagement. The leader has a transformational style which has
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resulted inthe transformation of the organization from a public sector redundantorganization to
a dynamic, creative and vibrant organization which is self-sustaining.
3. In-house Capability Development. A strong culture of developing in-housecapabilities is also a
success factor. The entire workforce of NADRA istechnically developed into one of the best in
the country and whateverprojects or products are being delivered are purely indigenous.New IT
infrastructure was adopted with new organizational processes leading to new behaviors and
beliefs.
4. Innovation. The organization in its pursuit to become a learning organizationencourages and
thrives on innovation. As stated earlier taking calculated riskshas been the norm, innovative
products have been introduced andsuccessfully launched.
5. Dealing with the personal day-to-day aspects of change:
1. Management Control systems are kept very tightly integrated, helping in bringing visibility
andtransparency into processes and procedures.
2. Power Distance is kept high in areas where management is motivated byprivileges and power
symbols. Lower power distances are observed in ITdepartments. Management by the military
men and the military style ofworking coupled with the brilliance of techies is also a success
factor.
3. Entrepreneurial spirit prevails in departments with technical andmanagement professionals and
a more commercial perspective of business.
4. Open communication channels with technical staff, top down communication withthe rest.
ORGANISATION OF RESOURCES
1. Government of Pakistan – supporting by introducing CMMI, a capability maturity model for
process improvement
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2. Internal Project Managers, Business Analyst & Process Engineers all working to manage change
throughout NADRA, including internal and external processes.
3. High involvement of chairman. Participative style of management. The leader has a
transformational style which has resulted in the transformation of the organization from a
public sector redundant organization to a dynamic, creative and vibrant organization which is
self-sustaining.
4. Corporate sector
5. InternalBusiness clients
6. ExternalBusiness Client, asking for products that conform to international standards.
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HURDLES
NADRA was raised under the Ministry of Interior and inherited over 5000 employees of the old
Directorate General of Registration (a pure bureaucratic non-technical setup) which failed to deliver
because of glaring shortcomings. The entire top hierarchy of re-structured NADRA comprises
serving/retired Army Officers of the rank of Brigadiers and Colonels with a few senior bureaucrats
deputed to NADRA. The middle tier also is a mix of Army Officers (Majors & Lt Colonels), civilian
bureaucrats and bulk being IT professionals from the corporate sector. This hierarchy manages a diverse
workforce comprising highly skilled and qualified workforce of IT professionals and operators at the
lower tiers who have bit of IT skills.
The IT professionals were wild, creative individuals difficult to control whereas the military bosses are
rigid, follow the rule kind of "superiors", and bureaucrats are known to sleep over things, therefore
creating successful organizational change in Pakistan for NADRA was probably not very easy or
straightforward:
Initially the top change hurdles in NADRA were:
1. Ineffective change sponsorship from senior leaders, as the members of the senior management
was changing from time to time.
2. Slight resistance to the change from employees, as they are not used to working in an process
efficient environment:
For the IT Professionals, there was a Lack of understanding of why the change is happening.In
NADRA there was Long-tenured employees unwilling to support the change.
3. Poor support and alignment with middle management
4. Initially there was a Lack of change management resources and planning especially before the
implementation of CMMI, a model for process improvement i.e. there was the lack of a formal
change management approach and the lack of change management knowledge within the team.
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TIME LINE
2000
The National Database and Registration Authority (NADRA) was established in 2000 to undertake the
demographic and geographic data of Pakistan and its citizens.
2005
NADRA has been placed amongst the Top 50 e-Passport Technology Suppliers for 5 consecutive years in
ID World Magazine, for 2005, 2006, 2007, 2008 and 2009 published by Wise Media, Italy. NADRA is
amongst the 3 companies selected from Asia and Africa on the list.
2007
NADRA was honored with the “Outstanding Achievement Award” at CARDEX Middle East in Cairo, Egypt
NADRA’s Chief Technology Officer, Mr. Usman Y. Mobin was awarded the “ID Talent Award” in
November, 2007 at the ID World International Congress held in Milan, Italy. He was recently awarded
Tamgah-e-Imtiaz in 2009 for his services rendered to the state.
2006
NADRA has been awarded The Merit Exporter Award by Federation of Pakistan Chambers of Commerce
& Industry (FPCCI) in 2006 for achieving export of homeland security solutions in the international
market.
NADRA has successfully achieved Capability Maturity Model Integration (CMMI) from Software
Engineering Institute (SEI) Carnegie Melon, USA. Certification was assessed on Technology, Quality
Management and Project Management divisions.
NADRA Quality Management and CNIC Production departments are also ISO 9001:2000 Certified.
2009
Deputy Chairman NADRA, Mr. Tariq Malik was awarded ID Outstanding Achievement Award on
November 3, 2009 in Milan at an exclusive ceremony during the eighths ID WORLD International
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Congress, the Global Summit on Automatic Identification. Mr. Malik was selected out of 250 people
from 75 countries by international voting of editorial board consisting of CEOs of fortune 500 companies
2010
NADRA Achieves ISO 9001:2008 Certification
This certificate as an outstanding achievement attained as an outcome of consistent efforts by
dedicated NADRA teams.
2012
NADRA has achieved CMMI Level III Certificate
2014
Today, NADRA has become one of the leading organizations in the IT Industry and is well recognized
internationally.
IMPLEMENTATION
Noteworthy implementations that have shaped NADRA’s existing changes are as follows:-
Change in Business Model
After a major in change in leadership,NADRA re-evaluated the entire business model of registration
basedon Manual Data Collection Forms followed by single data entry forautomation. The following was
realized:
1. It was impractical to collect information via a manual data formin a country with a literacy rate
of only 37.24%
2. Static Form Collection Centers with Urban bias did not work in anagrarian based country with
more than 62% of the populationliving in rural areas where logistic infrastructure for
distributionand passage of information is inadequate and difficulty exists todistribute and collect
manual forms.
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3. Agents should not be used for collecting fee directly from citizenswithout a fool proof system of
auditing agents to track revenuecollection. This is true especially in a society riddled withcorrupt
practices with an abundance of middle men and toutswith the sole purpose of fleecing the poor.
4. The quality of the photograph and thumb impression iscompromised with a manual form.
5. It is not enough to acquire new hardware and develop requisitesoftware without matching the
existing social, political andcultural structure of the country.
6. Data entry of manual forms by one person can compromisevalidity and authenticity of data,
especially when data entryoperators are given volume based incentives.
Impact of the Change in Business Model:
Besides the above, for the first time, the concept of customer care was introduced in a government
organization. Furthermore, NADRA strived to become a learning organization driven by the needs of
the customer.
The table following summarizes the type of change and their impact on culture in Relation to the
Change in Business Model:
Measure Type Of Change New Value
1 Interactive Data Entry to eliminate the need for
filling manual form by a largely uneducated
applicant base
Office Environment Customer Service
2 Eliminated the need for presenting ID documents
by applicant to facilitate applicant
3 One window Operation by enabling applicant to
simply walk in and get registered
Customer
Facilitation
4 Review of data given by applicant to ensure
accuracy of data
Result orientation
5 Token system for queuing to serve applicants on a
first come, first serve basis
Transparency
6 Process time of 8-10 Minutes Efficiency
7 Mobile Registration Vehicles to reach applicants in
far flung areas
New Customer centric
Vision
Customer Service
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8 Live Thumb Scanning, Signatures and hotograph
capturing to ensure high resolution of images
Introduction of
Technology
Excellence
9 Introduction of a standardized address library
while data entry
10 3 Call Centers for customer service and complaint
handling
Technologically
oriented Control
System
Customer
Facilitation
11 Customer Relationship Management (CRM) for
tracking applicant's card at every step of the
process
Transparency
12 MIS Applications for checking revenue collection
13 Business Intelligence tools for checking
productivity of centers
14 Introduction of Registration Policy, outlining NSRC
processes, procedures and rules
Control Systems Professionalism
15 Standardized layout and design of NSRC Office Environment Professionalism
16 Recruitment of MBA's and Engineers to man NSRC Change in
makeup of
workforce
Professionalism
17 Mandatory Dress Code
18 Total Processing and delivery time less than 30
days
Quality Management Excellence
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Change in Focus: In-house Competence Development
Another noteworthy turning point for the company was witnessed in the form of a renewed focus on in-
house competence development:
Previously, NADRA had outsourced the important functions of Data Warehousing, Project Management
and Networking along with the support functions of Finance and Accounts. In addition, there was
absolutely no focus on software development or software integration.
With the leadership change in 2001, there came about significant changes in human resource
development, the working environment and thereby the culture of the organization in order to make
in-house competence development possible. Using the improved HR Training Processes, NADRA
empowered its employees to bring new ideas which lead successful in projects with local and
international clients.
As a result of the above, NADRA is the only public service company in Pakistan that has a computer
literateworkforce comprising 80% of the total. The company soon developed in-house expertise in the
followingfields(A MAJOR CHANGE):
7. Data Acquisition – both Form Based and Interactive
8. Data Transportation through fully owned secure network
9. Security Printing including personalization
10. Database Management and Data Warehousing
11. Project Management
12. Program/Project Integration
13. Software, Web, Databases, design and development
14. Financial Management of IT Project
15. Business process re-engineering
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The following summarizes the type of change and their impact on culture:
Measure Type Of Change New Value
1 Hiring of high end technical resources for in
house software development.
Change in Workforce Professionalism
2 Establishment of a proper HR department
focusing on recruitment, HR processes &
Training.
Change in Workforce Organisational Value
3 Revamping of Office Environment – Focus
on open floor plans and display of colour.
Office Environment Professionalism
4 Introduction of flexible timing for technical
resources
Office Environment Result orientation
5 Revision in Compensation and Grade
Structures for technical resources
Change in Orginsational
Structures
Organisational Value
6 Re-visiting of HR policies, office timings Result orientation
7 Flatter organisations Professionalism
8 Participative Management Styles Result orientation
Change in Mission and Vision
Once the strategic plans of the organization were being developed, all directorates were encouraged to
create their own vision and mission statements.
The Mission and Vision of NADRA were changed to include a commercialized aspect to NADRA’s
products and services:
“ To introduce new, improved and modernized systems of registration,databases and data warehousing
for the country with their multiple beneficialuses and applications in order to achieve effective and
efficient running of theaffairs of State and the general public”
As shown above, very few companies in the world has a conflicting missions; as NADRA is also a self-
revenue generating authority that needs to calculate return on investment in order to sustain itself.
NADRA balances the act of a national organization of strategic importance and a commercially viable
business entity.
Technological Implementations
NADRA has the experience of designing, implementing and maintaining one of thelargest integrated
citizen’s databases in the world. This database is centrally located and comprises of identity information
of 71 million citizens and is completed backed by facial and fingerprint identification technologies.
Today, the volume of this database stands at a staggering figure of 23.8 Terabytes and each passing day
is amplifying it by additional data of 30,000 citizens. Every person in this database is linked to a family
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tree structure and can be distinctively identified and found, within a fraction of a second, with the help
of the linkages, and in-house search engine developed by NADRA's R&D department.
Software Hardware
Microsoft Windows 2000 Advance Server Computer Accessories
FTRC Application Camera
SQL Server Thumb Digitizer
Perl Language Signature Scanner
PDMS-Urdu Font Form Scanner
CRM Application Switch
Online Verification Applications Printer
Speaker
Data Storage
Depositories
Satellite
Fiber Optic
Web Server
Printing Facility
Billing Machines
RFIDs
BIO Metric Sensors/ Detectors
Databases
Modes/ Types of Data
1. English
2. Urdu/ Sindhi
3. Numeric
4. Date & Time
5. Stamps
6. Images
7. Wavelet Sequential Query (WSQ)
8. Facial Recognition
Technologies
1. Teradata (Both in Urdu & English)
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2. Oracle
3. SQL Server
Capacities at NDWH (NADRA DATAWARE HOUSE)
1. 1500 TB (60%) Extendible
Main Databases
2. Fast Track Registration Centre (FTRC)
3. FTRC Backup
4. Customer Relationship Management (CRM)
Computerized ID Scheme
Coding Scheme
1. Area (Province) 1-8
2. Divisions 11-82
3. Districts 111-824
4. Tehsil 1111-8241
5. Halqa Code 1111101-8241201
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6. Patwar 111110101-…….
7. City 11111010101-……
Security
1. Fire walls
2. Anti-Virus
3. Encrypted Data
4. Secure Socket layer (Safe Zone)
5. Login Dependent Access
Backup
1. Keeping the Network Moving
2. Main task of the IS People
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3. Backup Routine
4. Recovery
5. Multiple Backups
EVALUATION
NADRAhas changed itself positively to auniqueness of its ability to balance an Autocratic and
Democraticculture simultaneously. For some departments, power distances are high, risktaking is lower
as compared to others and collectivism prevails (political system in which the government owns all
businesses and controls all institutions).
Unlike NADRA, other government departments,participative styles of management are practiced, flatter
organizations arepreferred and lower power distances are experienced:
However, what iscommon amongst NADRA and other government institutions is the degree of risk
taking, the important and dependenceon control systems and the large scale, unanimous acceptance
to change.
Prevailing Problem Areas
1. Lack of Public Awareness regarding importance of NADRA. For that NADRA should take strategic
step e.g. provide awareness to general public by localization of office in rural as well urbane
area of Pakistan. NADRA should step in mobile advertisement and provide facility to local people
to access easily.
1. Initial mindset regarding NADRA
2. Unsatisfied Customers
3. Forms with Objections
4. Strategic Issues
Other Prevailing Problems
1. Corruption is most critical factor in NADRA, this is result from organizational culture, it need to
quick take action bring change by following the Kooters eight step for successful change
implementation NADRA should educated it experienced employees by making them educated
regarding the incoming change, faired to those employees whose do not fresh and effective
culture which totally reject the term corruption.
2. Culture
3. Sincerity with work.