Karnataka State Police Deployment of ERP Software KIAMS, Harihara Dec 2011

1. Karnataka State Police
Sanjay Sahay,
IGP, Eastern Range
Karnataka State Police
Deployment of ERP Software
Change Management Issues
20th Dec 2011

2. The only permanent issue in human existence is
Change
Change
Change
Stone Age to Digital Age
Slash and Burn to Commercial Cultivation
Naturalism to understanding nature
Travel by walk to Space Shuttles and A380s
Barter to MNCs
CHANGE IS THE DNA OF HUMAN EXISTENCE , INDIVIDUAL,CHANGE IS THE DNA OF HUMAN EXISTENCE , INDIVIDUAL,CHANGE IS THE DNA OF HUMAN EXISTENCE , INDIVIDUAL,CHANGE IS THE DNA OF HUMAN EXISTENCE , INDIVIDUAL,
SOCIETAL AND COMMERCIALSOCIETAL AND COMMERCIALSOCIETAL AND COMMERCIALSOCIETAL AND COMMERCIAL

3. The Challenge-Complex Issues and even more complex
Challenge & The Core
The Challenge-Complex Issues and even more complex
setting.
The Core- Passion, Stimulating an Innovative Culture
and Creating a Learning Organisation

4. Practitioner’s Speak- An experiential Story
Transformational Change
Change
Management
Transformational Change
Complete Computerisation Process
Software is treated as the flagship of change
Creation of State Police Data Center
Connectivity across the State
Capacity Building

5. Change management is a structured approach to
shifting/transitioning individuals, teams,
Change Management
shifting/transitioning individuals, teams,
and organizations from a current state to a desired future
state.
It is an organizational process aimed at helping
employees to accept and embrace changes in their
current business environment.

6. Change Management
In project management, change management
refers to a project management process where
changes to a project are formally introduced and
approved

7. Creator/Developer
The Same Leader - Change Better Controlled and
Simpler
Practitioner Deployer Stabliser

8. Ingredients
Understanding Change
Change Management
Understanding Change
Addressing Change
Implementing Change
Leading Change

9. Idea of an ERP system
Hardware
SoftwareConnectivity

10. Need for change
Internally, the need for change was non-existing.
Understanding Change
Internally, the need for change was non-existing.
The employee & staff were working without digital aids.
They also believed computers/computerization did not
bring any transformational change and would have merely
the same impact as in the case of physical logistics and
infrastructure i.e vehicles, wireless sets, weaponry,
buildings and the like.

11. Need for change
This was the true reflection of the splendid
Understanding Change
This was the true reflection of the splendid
isolation of the dept, willingly.
Needless to say any dept desperately need
completely digital in the true sense of the term, it is
the police department because we don’t decide our
requirement.

12. Need for change
Understanding Change
the enemies of society decide our requirements and
today those are the people who are the best
practitioners of digital technology, which have been
demonstrated over and over again by innumerable
instances of money laundering, mafia operations,
narcotics and varieties of terror impacting the country.

13. Role of change in the organization
Understanding Change…
The software itself was the change.
Just deploying the software brings a complete
metamorphosis in the dept.
Simple issues like anti-virus in the whole of
servers/clients were needed for initiating change.

14. Nature of Change
Understanding Change…
Magnitude of the likely change
Scope of the chang
Periodicity of change- The roll out
Plan

15. Response to change
Understanding Change…
The police dept is resistant to any form of change.
As an organisation we are averse to technology
When the change was started, it was told to be
undoable and I was advised to follow my predecessors.

16. Addressing Change
Burning Platform
With ICT taking over as a Tsunami, there was
absolutely no other option than computerizing each
and every operation.
In the year of 2000-2001 Crime, Criminal
Information System was introducedwhich was
skeletal in nature, covered on investigation.

17. Addressing Change…
Facilitators of change
Overall knowledge of the subject and
the way in which the change mgmtthe way in which the change mgmt
would be effective in the dept.
Team comprising of officers who had
exposure in engineering/management
education or had some inclination
towards either technology or change

18. Addressing Change…
Restraining forces
The problem was that the software was far tooThe problem was that the software was far too
advanced for all people involved to understand.
Besides that, was the complexity of the nature of
human resources, timelines, funding and expected
delivery systems.
The need to have a set of precursors before the change
management thought is launched.

19. Addressing Change…
Types of resistance
Individual level
Organizational level

20. Addressing Change…
Handling the restraining forces
Training mechanism in place—to
provide the bridge to the humanprovide the bridge to the human
resources a lot of precursors has to
be solved .
Training- every person part of this
training.
Metrics- should be unique for each
person.

21. Addressing Change…
the precursors

22. Precursors
Functional State Police State Center
Creation of Primary Network
Anti Virus, Facilities and Asset Management
Creation of training infrastructure
Other training resources- trainers, methodology,
training material etc

23. Addressing Change…
The Wipro Story

24. Addressing Change…
The Advance State BattleThe Advance State Battle
the beginning of success

25. THE FUNCTIONAL CYCLE
• Mission
Mode Project
• Wipro, the
developer
Police IT CCTNS
• GoI accepts
Karnataka as
a lead state
• Both the
projects get
integrated
Lead
State
CCTNS
Police IT

26. KSP Wide Area Network
39 locations
2 Mbps leased line
1400 locations
512 Kbps VPNoBB
SPDC
10 Mbps
aggregation bandwidth
4 Mbps
Internet leased line
SPDC

27. KSPWAN Network Architecture
VPNoBB
VPNoBB

28. Addressing Change…
Handling the restraining forces
Training mechanism in place—to
provide the bridge to the humanprovide the bridge to the human
resources a lot of precursors has to
be solved .
Training- every person part of this
training.
Metrics- should be unique for each
person.

29. Implementing Change…
Work Culture of the Organization

30. Implementing Change…
The Data Bases
End User Matrix, Training
accomplished & needs, Systemaccomplished & needs, System
Administrators, Change requests,
Traceability Matrix, Assets et al

31. Implementing Change…
leadership story
the strategic way
Talent Acquisition with the Police Force- relying on Legacy
Robust Training Model for the Operating StaffRobust Training Model for the Operating Staff
Adequate compensation and benefit schemes
High level of motivation and leadership
Balanced Stakeholder Management
Choosing Appropriate implementation partner
Interacting with intellectuals
Role of leadership- leading from the front and people management
Commitment of the top management
ref: ICT Enable Change in Indian Police Service, A case of leadership and
drive in Karnataka by Dr. Jaba Mukherjee and Prof Vinit Thakur of TAPMI

32. Implementing Change…
Communicating the change
The role of communicator in bringing about
the change?
As the change progresses, the change should
start to percolate i.e. must be communicated
across the layers in the org from top down.
Communication was in a multi-faceted
manner.
Communicated the progress being made to
execute the precursors- broadband
networking, system administrator training,
Nodal Officers

33. Implementing Change…
The CEO Story
CorporateCorporate
History is
replete with
instances of the
top leader
effecting
monumental
change

34. Implementing Change…
Role of Leadership
Under a dynamic leadership, the
level of uncertainty that you canlevel of uncertainty that you can
handle is the level of change you can
deliver.
How much does
reputation/personality play a role in
bringing about change- ability to
deliver successfully, continuously in a
robust manner in the times to come?

35. Implementing Change…
Attributes of a change leader
Critical location in the change
management physical process.management physical process.
Expertise in performing his tasks
Being a role model for his
subordinates
Ability to train
Comfort level in initiating the change
Feeling capable of handling change
with ease.

36. Implementing Change…
Type of Leadership adopted
Can benevolent aggression and
coercion be a tool for bringingcoercion be a tool for bringing
change?
Is it easier to bring the
precursors of change management
if right amount or type of coercion
is used?

37. Sustaining Change
Any org can sustain change only if they have
a core team which is shrewd enough toa core team which is shrewd enough to
adapt to the change environment and get
into the production mode. In a nebulous
organisation, or just a workable
organisation, no change of any worthwhile
nature can be brought in.
CHANGE HAS TO BE IRREVERSIBLECHANGE HAS TO BE IRREVERSIBLECHANGE HAS TO BE IRREVERSIBLECHANGE HAS TO BE IRREVERSIBLE

38. Thank YouThank You