Dubai Police’s strategy management system is being automated as part of the organization’s continual commitment to innovation.

1. Strategy Execution Champions
Case Study: Dubai Police
Dr David Norton and Palladium - the global leader in strategy execution
consulting – have worked closely with many policing and defense
organizations including Dubai Police, Abu Dhabi Police, the UAE Ministry
of the Interior, a wealth of public sector organizations across the Gulf, as well
as international organizations including the FBI, Royal Canadian Mounted
Police, UK Ministry of Defense and the French Ministry of Defense.
Dr Norton’s strategy management framework is widely adopted as best
practice for the successful execution of strategy in the public sector across the
world.
Read on to find out more about becoming
a Strategy Execution Champion...
CLICK HERE to download the full report,
containing cases from 25 organizations,
including Abu Dhabi Police.
Alternatively, please email Jen Wilcox on
jwilcox@thepalladiumgroup.com.

2. The commitment of Dubai Police to the BSC
has helped them meet their objectives,
achieving their mission and overall vision
of providing high security and safety to
the entire region while adhering to the
international standards for police services.
Pa l l a d i um B a l a n c e d S c o r e c a r d Ha l l o f F ame R e p o r t 2 0 1 3 31
Dubai Police
Dubai Police is a very
progressive police force in its
region and is one of the most admired in the
world. With over 15,000 employees, it is the
United Arab Emirates’ (UAE) largest employer
and serves 3 million people representing
more than 150 different nationalities. Dubai
Police is the first Arabic police force to apply
DNA analysis in criminal testing, to employ
global positioning system (GPS) technology, to
institute community policing, and to establish
a human rights department.
Over the past two decades, Dubai, the flourishing
business hub of the United Arab Emirates, has
witnessed dramatic economic growth marked by major
improvements in economic and social indicators. Its
progressive leadership, endowed with a powerful
vision, continues to take advantage of the emirates’
strategic location, and has been proactive regarding
global economic opportunities. However, unlike many
of its neighbors, Dubai’s most valuable resources are
not its underground oil reserves but rather its strategic
vision, its entrepreneurial spirit, and its welcoming and
business-friendly culture.
Embraced and sponsored by His Highness Sheik
Mohammad Bin Rashid Al Maktoum, Prime Minister of
the UAE and Ruler of Dubai, Dubai’s Strategic Plan for
2015 will build on these assets to solidify its regional
and global position. Specifically, the plan calls for
double-digit GDP growth, increased per capita income,
higher worker productivity, and an increasingly skilled
workforce. Not surprisingly, Dubai’s most important
economic sectors—travel and tourism, real estate,
business investment, healthcare, and education—will
continue to drive this growth. These sectors have
strong dependencies on people and other auxiliary
systems, such as law enforcement, regulations, and
infrastructure; to ensure sustainable development and
achieve the goals of the strategic plan, it is necessary
to maintain a safe and engaging environment for
residents and visitors alike.
Total Quality Management: A Means to an End
From its establishment in 1956, Dubai Police has
always emphasized high standards and performance
excellence. As early as the 1980s, when quality and
excellence were foreign concepts in the region and
used exclusively within the manufacturing industries
of Western countries and Japan, Dubai Police began to
experiment with Total Quality Management (TQM) in
association with other, more homegrown, concepts.
Dubai Police embarked on a strategy for quality and
excellence by investing in people and creating a culture
of excellence. These investments were coupled with
a rigorous training program to achieve the highest
educational standards.
The next step was the introduction of quality
concepts and practices, such as the measurement
of customer satisfaction and self-assessment. In the
1980s, these concepts and practices were fairly new to
organizations in the service sector and to police forces
in particular. At Dubai Police the TQM program became
a means to a greater organizational end: to protect
the rights and freedoms of the population, to deliver
high-quality public services, to achieve organizational
excellence, and to collaborate with the public to ensure
safety and security.
Implementing the Balanced Scorecard
A Balanced Scorecard (BSC) was adopted, on an
experimental basis, in the late 1990s. In 2007, the
commander of Dubai Police, along with the deputy and
leadership council, officially adopted this management
approach for use across the organization. The BSC was
implemented as the heart of a strategic management
system integrating vision, mission, and strategy
with TQM, Six Sigma, and other internal process-management
techniques.
To launch the BSC, the commander and his deputy
held a weeklong strategy-formulation retreat with
all general managers to confirm the organization’s

3. mission, vision, and strategic objectives. The output
of the retreat was communicated to the rest of the
organization. The commander delivered a number
of lectures emphasizing the importance of full
participation by everyone in the force to translate the
strategy into measurable objectives, processes, and
programs. Dubai Police’s strategy map vertically links
specific processes and programs, as well as sub-processes,
to strategic objectives to tell the story of
the organization’s strategy. To gauge the effectiveness
of these processes and programs toward achieving
the strategy, Dubai Police transformed quarterly
and annual reporting, which was based on internally
focused police-related matters, to a higher-level,
forward-looking strategic dialogue that incorporated a
customer perspective as part of the strategy.
Creating Total Alignment
Since 2007 the continuing integration of the BSC as the
core of Dubai Police’s strategic management system
has been used to drive organizational alignment and
improve the management of financial and human
resources. A Strategic Planning Department has been
established to ensure the sustainability of the new
strategy management system. The Strategic Planning
Department has wide-ranging duties, from spreading
a culture of strategic thinking to creating total
alignment. For example, to verify that all departments
understand their relationship to the overall strategy,
the Strategic Planning Department has facilitated a
cascading process, assisting in the development of
strategy maps and scorecards for all 19 departments,
and checking that individual goals are aligned with
strategic objectives.
The Strategic Planning Department, in coordination
with the Leadership Council, is also accountable for
ensuring that all financial, HR, IT, and marketing plans
and programs are directly linked to the strategy. To
achieve this, the appraisal system is based entirely on
the BSC. Every top executive is assigned a key process
for which he or she is accountable, and only strategic
initiatives that are well defined and clearly aligned to
strategic objectives are funded. Moreover, strategic
initiatives are monitored internally by the accountable
executive and externally by the Strategic Planning
Department to guarantee alignment.
32 Strategy Execution Champions
The Future of the BSC Within Dubai Police
Dubai Police’s strategy management system is being
automated as part of the organization’s continual
commitment to innovation. The Force envisions
the electronic transformation of the BSC to enable
improved analysis, reporting, and communication
throughout the organization. The commitment of
Dubai Police to the BSC has helped them meet their
objectives, achieving their mission and overall vision of
providing high security and safety to the entire region
while adhering to the international standards for
police services.
Security is a foundational requirement for robust
economic development. The commitment of Dubai
Police to safety and justice goes hand in hand with
the emirate’s economic and social growth paths.
Without security, life becomes uncertain and economic
success becomes less predictable. Understanding this,
Dubai Police has shouldered many responsibilities
and developed the necessary capabilities to preserve
national security, avoid potential risks, and ensure the
safety and stability of the region. Moreover, the force
has advanced significantly in developing its workforce
and equipping it with the latest tools to maintain crime
control and to enable counter-terrorism efforts.
Execution Premium
(Numbers reflect changes in the period from 2008–2011.)
• Published performance standards (such as answering
calls within 10 seconds—three rings) is achieved 95%
of the time.
• Serious crime has dropped by 45%.
• Road deaths have dropped by 56%.
• Feeling of security among citizens has increased,
while the cost of security per 100,000 people has
dropped by 6%.
• Employee retention has improved by 69%.
Future Focus
• Implement full e-transformation of monitoring and
reporting systems to enable efficiency.
• Link risk management, Six Sigma projects, process
maps, and the BSC within the Strategy Management
System.
• Achieve total alignment by eliminating all barriers
between sub-departments and encouraging the free
flow of strategic information across the organization.

4. Strategy Execution Champions
Palladium Hall of Fame for Executing Strategy®
© 2013 Palladium Group, Inc.
Thank you for reading this extract.
Dr David Norton and Palladium - the global leader in strategy execution consulting – have worked closely with
many policing and defense organizations including Dubai Police, Abu Dhabi Police, the UAE Ministry of the
Interior, a wealth of public sector organizations across the Gulf, as well as international organizations including the
FBI, Royal Canadian Mounted Police, UK Ministry of Defense and the French Ministry of Defense.
CLICK HERE to download the full report
containing cases from 25 organizations who have achieved strategy excellence, including Abu Dhabi Police.
CLICK HERE to download the full report
Alternatively, please email Jen Wilcox on jwilcox@thepalladiumgroup.com