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The Case For Transformation

This document outlines the external and internal drivers for change within the PDRM, the Royal Malaysian Police. Externally, expectations from stakeholders, customers, and international rankings are pushing for change. Internally, a shift in the role of police and readiness for changing threats, as well as resources like human capital, are driving the need for transformation within the PDRM. The document argues that the PDRM must transform to meet new external demands and address internal challenges.

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Anuar Abdul Fattah
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69 views

The Case For Transformation

This document outlines the external and internal drivers for change within the PDRM, the Royal Malaysian Police. Externally, expectations from stakeholders, customers, and international rankings are pushing for change. Internally, a shift in the role of police and readiness for changing threats, as well as resources like human capital, are driving the need for transformation within the PDRM. The document argues that the PDRM must transform to meet new external demands and address internal challenges.

Uploaded by

Anuar Abdul Fattah
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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THE CASE FOR TRANSFORMATION

EXTERNAL DRIVERS FOR CHANGE

STAKEHOLDE RS

GTP, NKRA expectations


Stakeholders regards on PDRM Governments future pronouncements

CUSTOMERS

Public perception Changing customers expectations

INTERNATION AL

International ranking Globalisation and borderless world

THE CASE FOR TRANSFORMATION


2

INTERNAL DRIVERS FOR CHANGE

SHIFT OF ROLES CURRENT STATE OF READINESS INTERNAL RESOURCES

Redefining the role of a policeman in the society Redefining the role of PDRM as the lead enforcement agency Erosion of roles by other agencies
Readiness of PDRM in the changing socioeconomic climate Readiness in critical situations Readiness against increasing crime sophistication Alignment and coordination of direction and efforts HR capabilities strength and competency Rewards and remuneration

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