Abstract
The Punjab Safe Cities Project (PSCA) is a landmark initiative in Pakistan’s public sector, representing a transformative effort to modernize urban policing and public safety through technology and innovation. This chapter examines the project as a case study in leadership, change management, and organizational behavior, with a focus on the pivotal roles played by key individuals such as Dr. Akbar Nasir Khan IGP QPM, the first Chief Operating Officer (COO) and driving force behind the project, and Shamsher Haider, the Deputy Chief Systems Integration (and later the Chief Software Development Officer of the Punjab Safe Cities Authority), who spearheaded critical technological innovations. By linking the project’s experiences to established theories such as Kotter’s Change Management Model, Mintzberg’s Organizational Structures, and Hofstede’s Cultural Dimensions, this chapter provides a comprehensive analysis of the challenges and successes of implementing large-scale change in a politically and bureaucratically complex environment. The lessons learned from the PSCA offer valuable insights for future public sector projects in developing countries.
1. Introduction
The Punjab Safe Cities Project (PSCA) was conceived as a transformative initiative to address the challenges of urban safety and security in Lahore, Pakistan. With a budget of approximately USD 140 million, it was the largest IT project ever undertaken by the police in Pakistan. The project aimed to integrate advanced surveillance technologies, traffic management systems, and data-driven decision-making into the operations of the Punjab Police. However, the project faced significant challenges, including bureaucratic resistance, political interference, and a lack of clarity in scope and objectives.
At the heart of the project’s success were the leadership and vision of Dr. Akbar Nasir Khan IGP QPM, the first COO of the PSCA, and the technical expertise of Shamsher Haider, the Deputy Chief Systems Integration (and later the Chief Software Development Officer of the Punjab Safe Cities Authority). Their contributions exemplify the critical role of leadership and innovation in overcoming resistance to change and driving organizational transformation. This chapter analyzes the PSCA through the lens of management and organizational behavior theories, providing a structured and research-oriented perspective on the lessons learned.
2. Theoretical Frameworks
2.1. Kotter’s Change Management Model
Kotter’s eight-step model for organizational change provides a useful framework for analyzing the PSCA. The project’s success in overcoming resistance and achieving its objectives can be attributed to the effective implementation of several key steps in Kotter’s model:
- Creating a Sense of Urgency: Dr Akbar Nasir Khan recognized the need to modernize urban policing and communicated this urgency to stakeholders, emphasizing the project’s potential to save lives and improve public safety.
- Building a Guiding Coalition: Khan assembled a team of young, motivated professionals from the private sector, as well as junior police officers, to drive the project forward. This coalition was instrumental in overcoming bureaucratic inertia and resistance.
- Institutionalizing Change: The PSCA’s emphasis on transparency, accountability, and innovation helped embed these values into the organizational culture of the Punjab Police.
2.2. Mintzberg’s Organizational Structures
Mintzberg’s typology of organizational structures offers insights into the evolving design of the PSCA. Initially, the project operated as a simple structure under the leadership of the COO, but as it scaled up, it transitioned into an adhocracy, characterized by flexibility and innovation. This evolution was guided by Khan’s vision and the dynamic organizational structure he designed, which allowed the PSCA to adapt to changing needs and challenges.
2.3. Hofstede’s Cultural Dimensions
Hofstede’s cultural dimensions, particularly power distance and uncertainty avoidance, are critical for understanding the challenges faced by the PSCA. Pakistan’s high power distance and strong uncertainty avoidance created significant barriers to change, as stakeholders were reluctant to deviate from established norms and hierarchies. Khan’s transformational leadership style helped bridge these cultural gaps, fostering a culture of collaboration and innovation.
2.4. Resource-Based View (RBV) Framework
The RBV framework highlights the importance of unique resources and capabilities in achieving competitive advantage. The PSCA’s reliance on young professionals, gender inclusion, and in-house technological solutions developed under the leadership of Shamsher Haider exemplifies the strategic use of resources to overcome challenges and achieve project objectives.
3. Leadership and Change Management
3.1. Dr. Akbar Nasir Khan : The Change Champion
As the first COO of the PSCA, Dr. Akbar Nasir Khan played a pivotal role in the project’s success. Drawing on transformational leadership theory, Khan inspired and motivated a diverse team of stakeholders, overcoming resistance and fostering a culture of innovation. His ability to navigate the complex political and bureaucratic environment of Punjab was critical in securing the support of key stakeholders, including the Chief Minister of Punjab.
Dr. Akbar Nasir Khan’s visionary and transformational leadership style also aligns with the principles of servant leadership, as he prioritized the needs of the project and its stakeholders over personal interests. His emphasis on transparency, accountability, and merit-based recruitment challenged the traditional culture of patronage and hierarchy within the Punjab Police, paving the way for sustainable change.
3.2. Shamsher Haider: Driving Technological Innovation
As the Deputy Chief Systems Integration, Shamsher Haider was instrumental in the technological success of the PSCA. Haider’s bold initiatives to develop in-house solutions for critical systems, such as the Resource Management System and Gazeteer, saved millions of dollars in public funds and reduced the project’s reliance on external vendors. His efforts to recruit and train a skilled IT workforce from scratch exemplify the importance of technical leadership in large-scale projects.
Haider’s approach aligns with the principles of adaptive leadership, as he demonstrated the ability to respond to challenges and seize opportunities in a dynamic environment. His focus on cost-effectiveness and innovation ensured the long-term sustainability of the PSCA’s technological infrastructure.
3.3. Overcoming Resistance to Change
Resistance to change was a recurring theme in the PSCA. Police commanders questioned the project’s cost-effectiveness, while operational staff feared the loss of control and accountability. Khan and Haider addressed these concerns through effective communication, stakeholder engagement, and capacity building. Lewin’s Force Field Analysis provides a useful framework for understanding these dynamics, as it emphasizes the need to strengthen driving forces (e.g., political support, public demand) while reducing restraining forces (e.g., fear of the unknown, bureaucratic inertia).
4. Organizational Behavior and Human Resource Management
4.1. Recruitment and Retention
The PSCA’s emphasis on recruiting young professionals and ensuring gender inclusion aligns with modern HR practices that prioritize diversity and innovation. Under Dr Khan’s leadership, the project overcame significant hurdles in navigating bureaucratic recruitment processes, which delayed the onboarding of critical talent. Haider’s efforts to build an IT workforce from scratch further highlight the importance of strategic HR management in large-scale projects.
4.2. Organizational Culture
The PSCA sought to create a culture of accountability and innovation within the Punjab Police. Schein’s model of organizational culture—comprising artifacts, espoused values, and underlying assumptions—provides a useful lens for analyzing this effort. The project’s emphasis on transparency and merit-based recruitment challenged the traditional culture of patronage and hierarchy within the police force.
4.3. Training and Capacity Building
The PSCA invested heavily in training and capacity building, recognizing that technological innovation requires corresponding changes in human capital. Haider’s focus on in-house training and development ensured that the project had the technical expertise needed to succeed, while also reducing costs and building local capacity.
4.4. Team Evolution and Growth
The evolution of the IT team at PSCA is a remarkable story of growth, learning, and transformation. While the predecessor of PSCA, PPIC3, had a very capable System Administrator, Mr. Kashif Aftab, the establishment of PSCA as a new organization required building an entirely new IT team from scratch. This monumental task was led by Shamsher Haider, the pioneer IT head of PSCA, who spearheaded the recruitment, development, and training of IT professionals. His vision and leadership laid the foundation for a team that would become the backbone of the organization’s technological success.
The initial team was recruited through a rigorous selection process and interviews, with significant support from Dr. Shahzad Ali Gill, Maham Bajwa, Minahil Fakhar, Saddam Hussain and Hassan Raza who played a key role in HR Management aspect of the recruitment process. Among the first recruits were Umair Ayub, who is a wizard of software applications; Zahid Farooq Rai, who took charge of the planned massive network of 12000 camera IPNV and CCTV systems ; Syed Murad Ali, recruited for networks; Nabeel Mahmood, who has great exertise in GIS; Dr. Yasar Majib who is a multi skiled IT swiss army knife and Faizan Ahmed Gondal, who assisted Kashif Aftab in system administration. These young professionals, along with many others, formed the foundation of PSCA’s IT team. Through extensive training and a culture of continuous learning, this team evolved into a group of highly skilled professionals. Over time, they not only contributed to the success of PSCA but also grew into remarkable experts in their respective fields. For instance, Zahid Farooq Rai is now the Chief Maintenance Officer of PSCA, while others have gone on to play important roles in various organizations, thanks to the learning and value imparted by the evolution process at PSCA.
By 2020, the IT team had grown into a highly versatile and self-sufficient unit, often described as a “Swiss Army knife” of capable resources from multiple disciplines. This evolution was marked by the addition of talented individuals who brought diverse skills to the table. The team now included professionals like Ali Rajab, a highly talented and versatile professional excelling in GIS, application development, databases, and infrastructure deployment, whose contributions were invaluable. The application and big data teams also saw the inclusion of experts such as Syed Safeer Abbas, who specialized in Python, machine learning, and .NET; Nida Latif and Junaid Hashmi, who ensured quality assurance. The GIS team was further strengthened by Adeel Mehmood and Aisha Saeed, while mobile development was led by Kamal Subhani and Moeed Farooq for Android, and Umair Anwar Sukhaira for iOS. A complex eChallan and eTicketing system, running on dozens of servers forming a Hadoop cluster, was operated by capable individuals like Muhammad Asad Ali and many other talented young men and women, with the support of Lahore Traffic Police officers, while Usman Shahzad CISSP GICSP always kept a vigilant eye on cybersecurity of various internal systems.
The software development team evolved into a robust unit with immensely talented software development stars like Waheed Tariq, Syed Zaryab Haider, Khalil Afzal PMP, Salahuddin, Hafiz Zeeshan Rehman, Muhammad Mudassar, and Salman Javed, who contributed to key projects of Punjab Safe Cities Authorty leveraging their expertise in .NET and SQL Server. Meanwhile, the PHP, MySQL and UI/UX experts, including Hafiz Muhammad Ejaz, Rizwan Rai, and Majid Saleem, played a critical role in backend development and maintenence of multiple key projects. The team also benefited from the expertise of Ejaz Butt in business analysis and Umair Saeed Siddiqui in UI/UX design. The big data, ML and AI operations were managed by Ahsan Bilal and Umair Ayub, who ensured the effective handling of large-scale data analytics and insights.
This team, built from scratch, grew into a self-sufficient and highly capable unit that could handle the complex technological demands of PSCA. The evolution of the team was not just about technical skills but also about fostering a culture of collaboration, innovation, and adaptability. The individuals who were part of this journey gained invaluable experience and expertise, enabling them to excel in their careers and contribute to the broader IT ecosystem in Pakistan.
The story of PSCA’s IT team is a testament to the power of visionary leadership, rigorous recruitment, and a commitment to continuous learning. It highlights how an organization can grow from humble beginnings to become a model of self-sufficiency and excellence, driven by the dedication and talent of its people.
5. Lessons Learned and Recommendations
5.1. Strategic Planning and Scope Management
The lack of clarity in the PSCA’s initial scope, outputs, and outcomes underscores the importance of strategic planning in large-scale projects. Future initiatives should adopt a forward-looking approach, with clear milestones and contingency plans.
5.2. Flexibility and Adaptability
The PSCA’s success in evolving its organizational structure and adapting to changing circumstances demonstrates the importance of flexibility in project management. This aligns with the principles of agile project management, which emphasize iterative planning and continuous improvement.
5.3. Revenue Generation and Sustainability
The PSCA’s efforts to generate revenue through e-challans and data sharing highlight the potential for public sector projects to achieve financial sustainability. However, bureaucratic hurdles and resistance to change limited the project’s ability to fully realize these opportunities.
5.4. Leadership and Innovation
The contributions of Khan and Haider underscore the critical role of leadership and innovation in driving organizational transformation. Future projects should prioritize the recruitment and development of leaders with the vision, skills, and resilience needed to navigate complex environments.
6. Conclusion
The Punjab Safe Cities Project offers valuable lessons for policymakers, project managers, and researchers interested in public sector innovation and change management. By linking the project’s experiences to established theories and frameworks, this chapter provides a comprehensive understanding of the factors that influence the success or failure of large-scale initiatives in complex environments. The leadership of Akbar Nasir Khan and the technical expertise of Shamsher Haider serve as exemplary models for how individuals can drive transformative change in the public sector, even in the face of significant political, bureaucratic, and cultural challenges.
References
Nasir Khan, Dr. Akbar. SAFE AND SMART CITIES OF PAKISTAN