The aim of this thesis is to investigate the implementation process of the new Swedish Police organization. The new organization has recieved massive critique both within the organization but also in external forums. The purpose of the thesis is therefore to examine implications with the implementation process by answering the question: Why haven’t desired results been achieved in the implementation of the new Police authority? Implementation steering is a fundamental political actitivty where political decisions are given substance. According to Lennart Lundquist (1987) the implementation process can be explained by the variables can, understand and will of the actors of the process. The variables are dependent on the relationship between the politicians and the organization. With the use of a qualitive method; qualitive content analysis, central documents and oral statement from e.g. Polisförbundet have been examined. The result of the study shows that the lack of resources, especially personel resources, have contributed to the deficient implementation of the authority, Polismyndigheten. Furthermore a lack of understanding and will has occured within the organization, this is due to the fact that information has not widely been distributed. Problems with communication has resulted in negative attitudes addressed towards change where police men and women have felt neglected within the process. The implementation steering therefore has suffered problems with stagnation. This thesis suggests that a discrepancy between policy and political outcome has thus occured. Further the thesis concludes that a holistic culture, where all organizational levels are included, is needed to improve and enable a process contributing to achieving the expressed goals of the reform.