Strategic Planning (SP) is a critical management function that sets a vision for the future and charts a road map to achieve desired outcomes. This practice is rather patchy among not-for-profit (NFP) Muslim entities in Australia; more often than not a wish list of projects is incorrectly construed as a strategic plan. Unenlightened leadership, the cost of hiring a strategic planner, competing priorities and political expediency may be the causal factors of this planning snag.

Much of the contemporary planning practice has evolved in the West, compelling Muslim NFP organisations wishing to undertake SP to first harmonise SP with Islamic Sharia. This article attempts to provide an Islamic perspective on SP.

Noble examples of strategic planning can be found in the seerat (biography) of Prophet Muhammad (s): His emigration to Madinah was meticulously planned; a group of believers were sent to Abyssinia to seek refuge from persecution and the conclusion the Treaty of Hudaibya with the Quraish.

It can therefore be reasonably presumed that SP is in the DNA of Islamic organisations.

Three fundamental Islamic principles need to be integrated into the conventional SP methodology to make the strategic plan relevant to the needs of Islamic organisations.

The first is tawheed, the oneness of Allah. A strategic plan should enable every Muslim in the community to become His obedient servant, and engage in activities that please the All Mighty. SP from an Islamic perspective is as temporal as it is spiritual.

Second is shariah which shows the way to live the life according to the Quran and Hadith appropriately informed by the prevailing societal norms, rules, regulations and technology.

Third is akhlaq, the practice of good deeds for the humanity to get Allah’s blessing and mercy. Allah says in the Quran, “Will the reward for goodness be anything but goodness” (Quran 55:60)

SP can also strengthen accountability; the office holders can be held to account for any delays in projects.

Integral to SP is the scan of the operating environment that yields not only external threats and opportunities but it also identifies internal strengths and weakness of the organisation. By addressing the gaps in its capabilities, the organisation can enhance its capacity and improve its governance. `

Importantly, the SP involves revisiting the foundational purpose of the organisation. Clarity on this score guides the organisation in formulating its strategic goals. The SP process forces the organisation to identify a set of values which is the glue that holds it together and which supports its mission and vision.

It is good planning practice to be informed of the aspirations and values of the wider Australian society.

Halal slaughtering is a case in point: How should a Muslim perform this rite in the face of greater animal welfare concerns in the general public. This and many other similar challenges facing Islamic societies should be canvassed widely in the community as part of the consultation process; meaningful community participation in the SP process ensures greater ownership of projects and services by the Ummah.

Needs assessment, a critically important component of SP, should be evidence based.

A wealth of demographic information can be found in the 2021 Census data which can be appropriately extrapolated to obtain some clues on the needs of different segments of the population. The Census data need to be further validated with local surveys and focus group discussions.

The old adage reminds us that, “Failing to plan is planning to fail!”. The process is as important as the strategic plan itself.