Strategic Management from an Islamic Perspective: Text and Cases

Chapter 15

Case 6: MUSLEH (Part 2)a

Introduction

Ustaz Amin was reading a report prepared by his assistant. The previous week, the board of directors discussed MUSLEH’s strategic plan for the next five years. After the presentation, there was a consensus that the board of directors needed more information before coming to a definitive conclusion. In particular, there had been so many changes to the political, social, and economic scenario in the Middle East that the board felt that there was a need for a greater understanding of how the situation in the Middle East was going to evolve and there was a need to identify potential strategic partners.

Changes in the Middle East

In December 2010, Mohamed Bouazizi set himself on fire to protest the brutality of the Tunisian police. In a spontenous response, the people of Tunisia started to protest against the existing regime. By January 14, Zine El Abidine Ben Ali had stepped down and fled the country. This started a wave of protests that led to the overthrow of governments in Egypt, Libya, and Yemen. Protests continue in Algeria, Morocco, Lebanon, Jordan, Iraq, Bahrain, Kuwait, Saudi Arabia, and, of course, Syria. At this stage, nobody knows how the situation is going to stabilize but it is hoped that these changes will bring much needed social, economic, and political reform. Yet there seems to be little doubt that things will get worse before they get better. The question is whether it is better to simply wait and enter the Middle ...