“IT'S not really about ideas. Not at all! It’s about vision,” I’d boldly declared in my review of TEDx Arabia.

Visionary – that’s what Saudi youth should become. It means identifying what their purpose is and this is much larger than stumbling upon an “idea” itself.

Built to Last – a product of years of study by Stanford researchers – is an excellent book on this subject. Quite popular in management circles, this book – based on facts, statistics and figures – shatters many stereotypes on what it takes to build a visionary company. The researchers did not look at mere profitable companies. They looked at topnotch companies that have lasted for over 50 years and are way above their competitors. What gave them the larger-than-life status? What timeless principles did these visionary companies have in common that were lacking in their not-so-visionary competitors? Institutions like Citicorp, 3M, and Procter & Gamble have stood for over a century and still show no signs of wearing out.

The study showed that it was never a “great new business idea” that ticked off the founders of a visionary company. Many like HP, Sony and Wal-Mart in fact started off with what was already available in the market. What made them visionary and took them to great heights, however, was the core – their purpose of existence. Money was never their main goal. They were always restricted by their core values and beliefs and they never compromised on them. In fact, corporate giants like 3M sold successful companies they owned only to refocus on their core purpose. Yet, these companies ended up earning more than their competitors and left a deeper impact on society.

Here’s a hypothetical example to make it clear: Abdullah, a truly visionary person, believes the best of medical services should not just be available to the rich but also to the poor of the community. How does he do that? With limited resources, he manages to start a small polyclinic. But wait! Aren’t there already so many polyclinics in the city? Yes, but his purpose is different.

Abdullah may start off with a polyclinic, but the fires of his purpose raging inside his belly would, with the help of Allah, take him to the next level. He may very well end up building hospitals that run on a unique business model: charging the rich for excellent health care while providing equally good service almost free for the poor. According to the book, the more Abdullah sticks to his purpose without compromising his principles, the more chances he has of enduring success.

Innovation, moreover, stems out of a specific need, which means you are restricted by some parameters. In the above hypothetical example, the man was limited by the purpose of providing excellent medical care free for the poor. That restriction gave birth to a new way of conducting business. The point is: Restriction does not stifle innovation. In fact, it fosters it. 

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EARLY Islamic History is replete with such examples. The Astrolabe – so proudly displayed as a remarkable “Arab” achievement – was developed by Muslims to know the direction of the Qibla and the prayer times that are based on the position of the sun. Look at the restrictions: Specific times and direction. Had there been no restricting laws, or had the early Muslims not been keen in applying the Islamic law, we wouldn’t have had this development.

Shouldn’t we reflect upon this a little more? How is it that the early Muslims were so successful – rising from illiteracy and overtaking the greatest civilizations of that time, i.e. the Byzantines and the Persians? What made them different?

Islam made them different. The Qur’an made them different. Prophet Muhammad’s teachings (صلى الله عليه وسلم) made them different. They knew their purpose of life. Their lives revolved around fulfilling that purpose. This was the effect that Allah desired and this is why the Prophet (صلى الله عليه وسلم) focused on Imaan (faith) for 13 years.

Then the laws came.

When alcohol was prohibited, the streets of Madina flowed with wine. Businessmen emptied barrels of alcohol and did not “protest” about losing their “source of income”. Workers did not cry “unemployment”. When traders went to foreign lands, they revealed the defects of their products to their customers. They did not worry about a “fiercely competitive market”.

Early Muslims adhered to the religion – obeyed Allah and His Messenger. They changed themselves and the world around them, but they never changed their principles. That is why they were so successful.

Today we are warped up in justifications and excuses of why we cannot implement Islam, instead of racking our brains to find out how we can.

How many opportunities will open up if we get our core right! Look at the example of Al-Rajhi Bank. Born out of a need and passion for Islamic banking, it is today larger than many conventional banks in the world.

But what about the monetary and the economic system as a whole? Fully based on Riba (Interest)! Had Saudi Arabia worked with other Muslim countries to come up with an Islamic economic system, we could have provided the world with a solid and a better alternative today (when the world is fumbling with financial crises).

A simpler example: Television. We know the kind of popular culture satellite channels promote – vulgar, violent, and even abnormal. The effect can be seen in our societies. Our youth’s role models, the stars who they imitate, are not the best of people. Their x-rated lifestyles are too indecent to even write about.

Yet, the television is a powerful medium. If used selectively and correctly, it can be a tremendous source of useful information and propagation. But most don't. Isn’t it sad that we haven’t been able to rid our societies from satellite channels that broadcast what even a kid would say is Haraam? How about the Internet? Have we been able to make it safe for ourselves and our children? What softwares have we developed? How much research by Muslim IT professionals is going on on that front?

What we have, however, managed to achieve is a mindless confrontation between “conservatives” and “liberals” that is of no benefit to anyone at all. Collaboration should have been our course for progress: Working with religious scholars to achieve localized solutions instead of resorting to silly justifications and dumb rhetoric.

Consider the demands of today’s growing practicing Muslim population: Halaal tourism (expected to be a $100b market in two years), Islamic banking, Halaal food, Islamic employment, Halaal investments, Islamic schools and universities that offer excellent education, and many more. In which of these sectors is Saudi Arabia pioneering? None. Why?

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FOR early Muslims, Islam was the way of progress (how did we lose that?). They were Muslims – slaves of the Almighty. Their lives revolved around fulfilling that purpose. Hence, they contributed what was valuable for humanity at large.

Let’s learn and live our purpose. We should be Muslims before we be Saudis, Arabs, Hindis, Bakistanis, Bengalis, and Amreekis. We are only what our principles and our beliefs are, not what our skin colors and nationalities are. So together as Muslims, let’s contribute in every sphere of human activity.

Let’s be that Muslim civilization we were once. Let’s build to last.