Developing a Change Management Framework for Operational Excellence: Evidence from Ajman Police

HRMARS - This article aims to build a context sensitive change management framework for achieving operational excellence in Ajman Police. In order to address the lack of fit of generic change models for Middle Eastern law enforcement institutions in multicultural, hierarchical and security sensitive contexts, the study examines the factors driving change. The study employed an exploratory qualitative case study design which included in-depth semi-structured interviews with ten senior police officers directly responsible for operational management, training, internal control, community engagement, and change management. Data were analysed thematically using open coding, constant comparison, theme development and interpretation, in relation to the perspective of change management, operational excellence, resource-based, stakeholder and lean management. The results confirm that leadership support, training, technology integration, workflow improvement, communication and employee engagement are key enablers for operational excellence. The most significant obstacles identified were resource constraints, stressful policing environments, lack of technology integration, and hierarchical structures. The article describes the ‘Ajman Police Integrated Change Management Framework', which is composed of three pillars: stakeholder alignment and cultural readiness, process digitisation and capability enhancement, and reinforcement through KPIs and continuous process innovation. The framework offers a practical pathway of reform for getting people, processes, technology and performance measurement on the same page in policing transformation.