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Policing is at a crossroads when it comes to technology. Leadership perspectives don’t always know how to best utilise new technology and embed it into their day-to-day operations without relying on their IT teams, consequently viewing change as a potential risk rather than an opportunity for progress. This cautious approach is understandable given the constraints of time, resources, and the critical nature of policing operations.
However, it can inadvertently leave forces reliant on outdated systems and struggling to harness technology’s potential to simplify and enhance day-to-day tasks. Recognising these barriers and working collaboratively to address them could unlock innovative solutions that support both operational resilience and future progress.
Virgin Media O2 Business’ research recently found that 50% of Brits see technology as an enabler for considerably improved emergency response times. We need to ensure that decision makers across policing recognise this view and act upon it to not only positively impact public confidence in policing, but fully realise the potential of digital, data and technology that’s already at their disposal.
A strong digital culture – the mindset, practices and skills within an organisation which enable technology to operate at its most efficient state – holds the key to more satisfied and accountable police forces, strengthened in practice by public confidence.
Unlocking mindset at the top
High risk aversion, compounded by budgetary pressures and competing demand as policing needs to stay reactive has meant that leaders are faced with a myriad of dilemmas holding police forces back from making the most of technology.
A confident, innovative leadership team that inspires forces to embrace the benefits of technology can drive real change. Virgin Media O2 Business’ research showed that digital leaders within the public sector – organisations which increased their use of digital technology – enjoyed a 10% increase in employee satisfaction. Broader tech investment can enable the police to streamline processes, offer staff greater flexibility and respond more dynamically to their needs to support a better workplace culture.
Yet, digital culture varies between different police forces. Strong digital leadership is essential to address this fragmentation, enable forces to function more cohesively and optimise their resources to help and protect the public.
Championing digital skills
The Police Foundation’s Power of Information report revealed that only 27% of police feel the ICT training they’ve received has been of high quality. The report also called for a change in leadership culture across policing to facilitate robust training and mentoring programmes for officers and staff.
An engaging digital skills programme can demystify technology and ensure staff are asking the right questions to feel digitally confident. National Police Chiefs’ Council and The College of Policing should in turn ensure that the digital, data, and technology module within the Executive Leadership Programme evolves as part of their mandatory training. Encouraging digital literacy at the top equips leaders to ensure a strategic approach to DDaT in support of their Policing Plans, act with greater flexibility, and mitigate risks accordingly.
When senior leaders actively engage in digital skills training, they not only develop a deeper understanding of tech’s value but also ensure that a greater sense of digital enthusiasm permeates throughout their force and wider, leading to increased efficiency, improved decision-making, and access to critical information when it’s needed most.
Cultivating external partnerships
Engaging with their private sector technology suppliers can help senior and chief officers understand where their tech may or not be efficient, the specific areas where changes can be made and the long-term outcomes it can drive.
An external view of existing successes and opportunities for progress can be invaluable. Often, suppliers work across police forces and relevant national bodies and can therefore provide a wider consultative lens as a strategic partner. By advising leadership teams where they would benefit from targeted support to boost productivity and efficiencies, they can help forces navigate their digital journey, taking them beyond local policing and aligning them with other successful organisations.
Equally important is bringing this external outlook into the organisation by including Chief DDaT Officers. With their deep understanding of the current state of play and evolving technology landscape, this brings consistency and ensures that leadership decisions are informed by both internal expertise and external insights.
Inspiring future leaders
Policing’s future depends on bold leadership that embraces technology as an enabler of progress and reform. By fostering digital skills, investing in innovation, and breaking down silos, forces can overcome resistance and unlock their full DDaT potential.
A unified, future-thinking approach driven by equipped leaders will not only enhance operational delivery and public confidence but also set the stage for a policing culture that is empowered, adaptable, and ready to face the challenges of tomorrow.
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