The Government of India has introduced Crime and Criminal Tracking Network System [CCTNS] and Common Integrated Police Application [CIPA] and various other systems to make the task of policing easier and bring citizen-centricity more in focus. For instance, through the National Crime Record Bureau [NCRB], crime tracking has become much simpler. Systems are in place to ensure protection from any internal or external interference. Some states, having proactive leadership, have already begun to harness the potential of Information and Communication Technology [ICT] to bring about change. With leadership driving the change, such states were clearly at an advantage. A case in point is Karnataka. This article traces the leadership role of the IPS officer who is credited with the CCTNS mission in Karnataka Sri Sanjay Sahay, IPS, IGP, Karnataka. This article is about the journey to fulfill the promise he made to himself and his department. Keywords eGovernanace, ICT-enabled change, Leadership and drive, Karnataka Police IT implementation ICT-Enabled Change in Indian Police: A Case of leadership and drive in Karnataka India is a country of over a billion people vying with each other for a better life and existence. Crime rates are high and the Police force in India has the not-so-envious task [among many other things] of preventing crime, tracking and nabbing criminals who may escape to any part of the world to find a safe haven and plan another strike. There is also a very high demand for police activities, which include counter- terrorism activities, VIP security, etc. Needless to say, pressure on police stations is mounted by those affected by the crimes and criminal activities. Apart from tracking crimes and criminals, the police force also takes care of a host of other related duties Leadership Case Study By TAPMI, Manipal ICT-Enabled Change in Indian Police: A case of leadership and drive in Karnataka Prof. Jaba Mukherjee Gupta * T. A. Pai Management Institute Prof. Vinit Thakur
Transcript
1. The Government of India has introduced Crime and Criminal
Tracking Network System [CCTNS] and Common Integrated Police
Application [CIPA] and various other systems to make the task of
policing easier and bring citizen-centricity more in focus. For
instance, through the National Crime Record Bureau [NCRB], crime
tracking has become much simpler. Systems are in place to ensure
protection from any internal or external interference. Some states,
having proactive leadership, have already begun to harness the
potential of Information and Communication Technology [ICT] to
bring about change. With leadership driving the change, such states
were clearly at an advantage. A case in point is Karnataka. This
article traces the leadership role of the IPS officer who is
credited with the CCTNS mission in Karnataka Sri Sanjay Sahay, IPS,
IGP, Karnataka. This article is about the journey to fulfill the
promise he made to himself and his department. Keywords
eGovernanace, ICT-enabled change, Leadership and drive, Karnataka
Police IT implementation ICT-Enabled Change in Indian Police: A
Case of leadership and drive in Karnataka India is a country of
over a billion people vying with each other for a better life and
existence. Crime rates are high and the Police force in India has
the not-so-envious task [among many other things] of preventing
crime, tracking and nabbing criminals who may escape to any part of
the world to find a safe haven and plan another strike. There is
also a very high demand for police activities, which include
counter- terrorism activities, VIP security, etc. Needless to say,
pressure on police stations is mounted by those affected by the
crimes and criminal activities. Apart from tracking crimes and
criminals, the police force also takes care of a host of other
related duties Leadership Case Study By TAPMI, Manipal ICT-Enabled
Change in Indian Police: A case of leadership and drive in
Karnataka Prof. Jaba Mukherjee Gupta * T. A. Pai Management
Institute Prof. Vinit Thakur
2. to maintain public peace and order. In this situation,
having access to information is crucial. IT has provided solutions
by which the information may not only be harnessed but can be used
to analyze the data, produce relevant reports and act speedily to
complete crime-related activities. The volumes of work expected
from the police department is extremely high and with the shortage
of manpower, taking care of entering the data manually and
maintaining it in acceptable shape is next to impossible. In the
absence of the IT systems, it was a constant struggle to find
manpower to record manually and carry out the task of maintaining
law and order among other important tasks of the police. The
efficiency with which the police perform is a function of speed and
accuracy. Information Systems tailor-made to the needs of the
police provided the solution. The Government of India therefore
decided to introduce Crime and Criminal Tracking Network System
[CCTNS] and Common Integrated Police Application [CIPA] and various
other ways of making the police tasks easier and bringing
citizen-centricity more in focus. For instance, through the
National Crime Record Bureau [NCRB], State Crime Record Bureaux
[SCRB] and District Crime Record Bureaux [DCRB] crime tracking has
become much simpler. Systems are in place to make sure that the FIR
lodged by a citizen is entered into the system and cannot be taken
off thereby ensuring protection from any internal or external
interference. Some states, having proactive leadership, had already
begun to harness the potential of Information and Communication
Technology [ICT] to bring about change. A case in point is
Karnataka, where Police IT software was introduced successfully.
This article traces the role of the IPS officer who is credited
with the mission. Sri Sanjay Sahay, IPS, Inspector General of
Police Department of Karnataka, was given the charge of the Police
Computer Wing [PCW] of Karnataka State Police with the expectation
of making a turnaround in the ERP creation and successful
deployment of the Police IT software in a years time [2010]. He had
been hand-picked on account of the
3. departments immense faith and trust in his abilities. He has
been involved in the entire process of technology integration,
manpower training and deployment in the state of Karnataka. After
taking on the responsibility, he took stock of the situation.
Things were at ground zero waiting for his initiative and action
plan. There were huge resource gaps that needed his attention. It
would be a challenge to get the task started, but Mr. Sahay loved
challenges. He believed that life runs on the dictum, Power is the
ability to make things happen. From his determined journey to the
school of his choice, St. Xaviers School, Bokaro to St. Stephens
college he had amazed everyone. This was even more laudable as he
had started from a small district town, Daltonganj in Jharkhand.
Later, being selected as an IPS officer, allotted to the Karnataka
cadre, there was no looking back for him. Success was the only way
ahead. Turning back was not an option. The Crime and Criminal
Tracking Network System [CCTNS] had already been announced by the
Central Government. CCTNS was becoming a buzzword in the proactive
police circles and the IT industry across the country. Mr. Sanjay
Sahay had to find solutions for Karnataka. Not only did he succeed,
but Karnataka went on to become one of the lead states in the
country. Subsequently he was invited to make presentations at
several high level gatherings, meetings, workshops, symposiums, and
to the IT industry itself, to share his experiences with the rest
of the country. His outreach ranged from being a regular speaker at
CCTNS training sessions at Delhi to HCL CXO Summit at Udaipur to
Indian Institute of Management, Bangalore. This article is about
the journey to fulfil the promise he made to himself and his
department. It traces his role as a leader. CCTNS in Karnataka
Under the leadership of Mr. Sanjay Sahay, Karnataka is today one of
the lead states in the country [along with AP and Gujarat] in terms
of CCTNS implementation. The mission of Police Computer Wing [PCW]
in Karnataka is to implement the computerization of police
department in the entire State of Karnataka and to integrate
technology into the police department and leverage technology for
better and
4. efficient functioning of Karnataka State Police. As the lead
state, Karnataka has a special status and was allowed to deploy or
continue to use the software of choice, as long as the required
information was made available to the Government of India and the
approved citizen-centric services were integrated. Mr. Sanjay Sahay
came up with a model that integrated CCTNS and Police IT into the
system to complement each other. Figure: 1 Police IT CCTNS
Composite Model Under the leadership of Sri Sanjay Sahay, who took
up the challenge of implementing Police IT and the CCTNS in the
state, Karnataka became the lead state for the CCTNS project. How
did it succeed while others struggled to come to grips with
CCTNS/Police IT? His attitude towards the information age was
revealed by his belief that ICT takes the stress out of the system.
One of the key reasons for failure of projects has been identified
as poor planning. In an article written about the Karnataka CCTNS
experience, Mr was an area of strength. The Karnataka Composite
Model of Computerization is a need based model to create and run
the systems in perfect shape and then deploy the software on the
infrastructure and trained manpower thus created. This entails a
minimum of a skeletal data centre, creation of a uniform broadband
networking [no integration issues], anti-virus and facility
management services, hiring of trainers, multi-pronged training
basic and application based for all end users, specialized training
for system administrators, multi organizational workforce, ERP End
to End Software Solution and above all perfect synchronization of
all activities and processes. The Strategy used in Implementation
of Police IT 1. Talent Acquisition within the police force The
crucial point of differentiation was in the recognition that the
personnel would have to be drawn and trained from within the police
force as they knew how the police force worked and could be
depended on to ensure that the software worked the police way.
5. Among those who were being trained to run the Police IT
software, some were technical personnelsome non- technical officers
who had been asked to help out. Constables were selected for
training. There were some younger constables with qualifications
like MCA, etc. With 1439 locations of around 75 units had to be
covered this was challenging. In order to fulfil the need for
personnel to man the Technical infrastructure, which was supposed
to help build the entire ICT- enabled change, help was sought from
the senior authorities. This was granted. 2. Robust Training Models
for the operating staff a. The training imparted: 48 hour Basic
Computer Awareness Training Police IT Application Module Based
Training Specialized Training for System Administrators Training of
Trainers Training of Handholding Staff Evolution- training of
Senior Police Managers in Change Management, Make them Change
Agents b. The staff to be trained were put through rigorous
training 75 Nodal offices were set up and a policy framed. 75 nodal
officers were nominated out of the serving senior officers to the
district, in so many they were the district SPs1 per unit. Their
task was to supervise and monitor the implementationpre- cursor to
the rollout, deployment usageconsolidation and coordination of the
activities of all service providers/vendors. At a later stage the
Nodal officers would take charge of administration of non-software
related issues. The User Acceptance Test Team Leader would take of
the deployment of that particular module. c. Next level training:
System Administrators75 of them were put through a customized
training program and then completed MCSE [Microsoft Certified
Systems Engineer], of which 54 have already complete their CCNA
certification and others are in the process of taking the test
shortly. 350 candidates took the exams and then 75 were selected
after rigorous trainingcomplete with weekly test and monthly tests.
CCNA was the next stage5 of them would be selected and dedicated to
data centre management. They would be put through a small course
and exposure to data centre management.
6. They are likely to be selected from among the constables.
This thought process resulted in 8 MCSE certified police staff
managing the Data Centre, besides the Data Centre Head, who is also
one of the products of the same training. The training is
customized for the police force it is very different from the
generic courses. This was done with the specific intent of creating
specialized courses for the Police Dept. How were the police
personnel convinced and motivated to undertake the training? Mr.
Sanjay Sahay explained that he had taken personal interest in
ensuring that this process of training was accepted by all. He had
made it clear to his men that they were the specially chosen ones
and would have to deliver. He took good care of them with regard to
stay, transportation, etc. However, he had made it clear that they
would have to overcome all their personal problems to focus on the
training, which was to be a global benchmark for the Dept. Nothing
less was acceptable to him. He believed in keeping a personal
one-on-one contact with his trainees, while being at the same time
very demanding about the standards to be met. This gave him results
beyond his expectation. All 75 officers were successfully trained
and certified by Microsoft. Cisco Certified Network Associate
(CCNA) validates the ability to install, configure, operate, and
troubleshoot medium-size route and switched networks, including
implementation and verification of connections to remote sites in a
WAN. CCNA curriculum includes basic mitigation of security threats,
introduction to wireless networking concepts and terminology, and
performance-based skills. This new curriculum also includes (but is
not limited to) the use of these protocols: IP, Enhanced Interior
Gateway Routing Protocol (EIGRP), Serial Line Interface Protocol
Frame Relay, Routing Information Protocol Version 2 (RIPv2), VLANs,
Ethernet, access control lists (ACLs) Apart from his personal
drive, interest and commitment, which became an example, the
training was done using standard methodsand using the local
language which everyone is
7. familiar with. Language barriers were thus removed and the
policemen worked in a zone of comfort. The persistence of the
leadership to fight back resistance to acceptance of technology
yielded results as the end users started appreciating the ease of
functioning in the new system. Undeniably it was forced upon them
to start with but as the advantages of software started exploding
the end users had an experience which they had not imagined. The
official functioning slowly moved on to the digital level. They hat
an ERP could deliver. The rigorous application training with a
combination of persuasion and aggression was the ideal formula for
change management creating an enabling environment for deploying
and use the software. The approach of the leader was to achieve
inclusive growth by identifying internal talent and upgrading their
knowledge and skills through rigorous training. Those who were
selected knew that this was a rare opportunity. The support and
encouragement they received gave them greater confidence. 3.
Adequate compensation and benefit schemes All the immediate needs
were taken care of including stay and transport for the training
period. The motivating factor for the trainees was also the
knowledge that they would drive the ICT-enabled change in the
entire state. 4. High level of motivation from leadership Sri
Sanjay Sahay was personally involved at all stages of the training.
Apart from the selection of the training package and the trainers,
he handpicked the candidates for this training and spent time
interacting with them after every training module. The involvement
of a senior leader acted as a morale booster and made a big
difference to the final outcome. 5. Balanced stakeholder management
Sri Sanjay Sahay was completely committed to the task and said that
he would visit and/or talk to anyone who could make a difference to
this mission [while not compromising his dignity or ethical code of
conduct]. He ensured that all the stakeholders understood the goal
and worked towards it. There were regular meetings that helped in
building
8. relationships across the departments getting people to pitch
in for the ultimate goal of implementing CCTNS. He used his network
of personal and professional relationships and created support
systemswhere people loved to collaborate in his projects and came
together to help. Academics also came forward to help. Anyone who
could provide intellectual support in IT related knowledge transfer
and/or the project at hand was welcomed. 6. Choosing appropriate
implementation partner Wipro was the implementation partner in this
project. Instead of depending on the partner blindly, he had put in
place checks and reviews so that he was in control. 7. Interacting
with intellectuals [intelligentsia] Even though he had a robust
plan in place and was constantly interacting with the trainer and
the trainees to ensure that there was rigour, Sri Sanjay Sahay did
not rest on his laurels. He interacted with professionals in the
field and faculty members from reputed management institutes on a
regular basis. He also read significant management books to keep
himself updated. In spite of his busy schedule, taking time out for
these interactions and keeping the options to examine, think,
critique and renew his efforts based on insights, made this leader
different. 8. Role of leadership Once he had taken on the
responsibility, Sri Sanjay Sahay studied the situation, identified
the gaps in the requirement and was completely in control, whether
it concerned the technology aspects, the process or the people. To
cite an example, one of the findings of the audit report for eCops
was that the training had not been taken seriously. It was left to
the vendor. As a result the training did not prepare specific
individuals for the ICT operations as expected. In the case of
Karnataka, the scenario was very different. He selected the
candidates, the training and ensured that the vendor delivered what
was expected. a. Leading from the front, and sending out a strong
message that the training was to be taken seriously made a big
difference. Selected candidates were put through rigorous training
for MCSE and had to clear examinations for certification. This left
a lasting impact on the trainees and
9. they brought the same commitment to project rollout and
implementation. b. People Management: Sri Sanjay Sahay treated the
officers and staff working under him with dignity but was a
no-nonsense leader when it came to being completely focused on the
task at hand. Anyone who was disinterested was free to leave the
training. The policemen selected for the training were treated like
the lucky chosen ones who would make the difference in the
implementation of CCTNS in Karnataka. At the same time he did not
give in to weaknesses, whims and fancies. The men were told that
they were on an important mission and small personal problems
should not come in the way. In other words, he demanded complete
loyalty to the cause and commitment to complete the work. This
spirit of commitment was the impetus that drove the project and saw
it through. He reiterated that loyalty to the Department should not
be compromised by lucrative offers from other quarters after the
training, as the Government had invested heavily on the trainees.
9. Top management commitment [political/bureaucratic] commitment In
the role of the leader who had taken on the onerous task of rolling
out/implementing CCTNS-Police IT in Karnataka, Sri Sanjay Sahay had
the support of top management in the Karnataka Police and the State
machinery which was geared up to help him achieve his ends. The
DGP, who had selected him to carry out this task, had taken a
commitment from him about the start and the end date of the
implementation of Police IT. His commitment was that the task would
begin on January 1, 2010 and end on December 31, 2010. This time
lock- in galvanized the activities towards the fulfilment of the
goal. The top management had complete faith in his ability and
helped him to achieve his target and having given this assurance,
Sri Sanjay Sahay dedicated himself to the task. He was also ready
to seek help whenever needed [e.g. He wrote to the higher authority
asking for external help to initiate the IT and Systems training
and this was granted]. As Mr. Sanjay Sahay reflects, Projects fail
because they are not
10. dynamicstatic things do not work one should be able to
integrate everything that is useful. He has in many ways done just
that by balancing the technology, process and people aspects;
networking with professionals, drawing lessons from the failures in
other states. The Karnataka experience has shown that complete and
positive involvement of the leader in the complex task of
implementing CCTNS has made a significant impact. The Leadership
Imperative The role of leadership in a venture like the CCTNS
implementation in Karnataka is crucial. How did Mr. Sanjay Sahay
succeed? There were four crucial factors that made a difference: 1.
Visionbeginning with the end in mind During the interviews with him
it was evident that the leadership role was of the essence:
Internalization and having a vision of the entire structurethe
ability to see the larger pictureis crucial for the leader. He
began with the goal in mind and kept his focus on the objective at
all times. This helped him to overcome hurdles: One has to be
versatile so that the system cannot limit you...cross the
boundaries...skills and passion should act as the antidote to the
system. 2. Communicating for buy-in effective in bringing in change
Mr. Sanjay Sahay was able to communicate this vision to the
trainees he had selected for the successful implementation of the
project. His presence, interaction and commitment helped to bring
them on board and make them a part of the process. The ownership of
this project was possible because of the buy-in achieved through
effective communication. Involving the subordinates and making them
feel a part of the change process, helped to build solidarity also.
The leader should, as Mr. Sahay said, ...work with all levelsa
subordinate may have a wonderful approach to resolve an issue. The
person is recognized and he is empowered and feels more loyal. Thus
there is an integration of legacy support system. 3. Networking
with professionals willing to unlearn and relearn Understanding the
importance of interdependence in the modern workplace, he was ready
to network with other departments and other
11. professionals. This ability to network with other
professionals who were from diverse areas helped Mr. Sahay to
achieve the desired results effectively. There was also readiness
to unlearn the redundant and learn from the environment which put
him a very special position. As Mr. Sahay said, Your knowledge base
should be far beyond your organization. Collaborate with people
outside, translate collaboration framework into a workable model
and get it to work for you. My reading has certainly helped, but it
is the drive, network and collaboration that have helped most.
Networkingworking with good people who lend support has been a
rejuvenating experience. By involving everyone in the task one is
able to work on several areas together...and succeed in doing the
work of several professionals together! 4. Strong Will to Succeedno
room for failure The strong will to succeed against all odds was
the most important driving factor in the case. A focused approach
with the drive to bring about the envisioned change in spite of
barriers helped this leader to succeed leaving several other states
behind. Using an image to explain the force that must work to bring
success, Mr. Sahay said, Barriers are temporary in nature....the
strength of a surge leaves the embankment broken, engulfs
everything unstoppable in its pursuit! He believes that being
action-oriented is crucial for success.
12. Conclusion Exemplary leadership as shown by Mr. Sanjay
Sahay is the need of the hour and can help transform our nation.
The study shows that leadership and drive coupled with the will to
succeed can bring change even in domains that are run by systems
that have been suspicious of change in the past. There are several
states struggling to implement CCTNS successfully. Some of these
lessons would be useful for them. Looking at the issue from a
leadership angle, one may conclude: 1. Managing people and getting
them to accept the change proposed/implemented is crucial for the
success of a projectthis is perhaps the most challenging in the
present context 2. Understanding how technology can be used to find
solution to problems is essential; 3. There is also an imminent
need for sound processes that will help in effective
implementation. Therefore, the ability to manage technology,
processes and people would help in successful implementation of
this eGovernance project. The involvement of the leader in the
change process would certainly help to bring about the desired
results. Along the journey to the realization of the vision for
change, the paths may be blocked by hurdles, but a determined
leader is not daunted by them. The ability to garner the support of
all the positive forces in the environment makes the journey more
meaningful and fulfilling. A leader who works with the people, is
able develop a feeling of pride and ownership among them. This in
turn helps them to align with the vision or the ultimate objective
of the organization or Department. Thus the vision is fulfilled by
the willing contribution from the stakeholders. Acknowledgements We
would like to acknowledge the support and immense help received
from Sri Sanjay Sahay, IGP, Karnataka to write this article. We
also thank the T. A. Pai Management Institute, Manipal for
supporting this research venture in eGovernance.
13. References Bhatnagar, S. (2009). Unlocking E-Government
Potential: Concepts, Cases and Practical Insights (1st ed.), India:
Sage Publications Interview 1 with Sri Sanjay Sahay, IPS, IG (PCW)
on June 26, 2010 Interview 2 with Sri Sanjay Sahay, IPS, IG (PCW)
on Feb. 19, 2011 Home [police]/Information Technology and
Communications Department, Information Technology Audit of eCopsan
e-Governance initiative by Government. (2004) Available at:
http://www.icisa.cag.gov.in/Printed%20reports/State%20Reports/Andhra%20Pradesh/IT%20Audit%20of%
20eCops%20-%20an%20e%20Gov%20initiative%20of%20Andhra%20Pradesh.pdf
Accessed June 20, 2010 Karnataka State Police, Police Computer Wing
Home page. Available at:
http://www.ksp.gov.in/pcw/home/faq-general.php Accessed June 20,
2010. Kotter, J. P. (2002) The Heart of Change, Harvard Business
School Press: Boston, MA, Sahay, S. (2010), CCTNS in Karnatakaan
Experience worth Sharing. Network for Improved Policing