Nigeria's Experience with Intelligence-Led Policing and Digital Infrastructure

The quick arrest of the kidnappers of Olu Falae, a former Secretary to the Government of the Federation, in September 2015, showed the potential of a new policing method introduced by Solomon Arase, who was then the Inspector General of Police.

Mr Arase called intelligence-led policing “the ultimate for Nigeria.” He believed that modern policing should focus on gathering and analyzing intelligence, and responding in a coordinated way, rather than just reacting to crime.

More than ten years later, kidnapping has become one of Nigeria’s biggest security issues. While intelligence-led policing is still part of law enforcement today, how well this plan has worked raises big questions. This is a challenge many Nigerian institutions face: how to create technology-based reforms that last beyond their initial launch.

In the last twenty years, Nigeria has started many digital governance platforms to improve services, manage identities, oversee finances, and engage citizens. Some of these, like the National Identification Number (NIN), Bank Verification Number (BVN), and Treasury Single Account (TSA), have become essential. But many others have been left behind, not fully implemented, or dropped due to policy changes, weak management, and lack of funding. This messy situation has led the Nigerian government to enforce stricter control over digital investments in the public sector after realizing there is a lot of overlap in systems, poor communication between them, and high failure rates.

The experience from the 2015 intelligence-led policing initiative helps us understand the challenges of building lasting digital public infrastructure in Nigeria’s security sector.

From Policing Reform to Institutional Challenge

Intelligence-led policing is a way of policing that relies on collecting, analyzing, and sharing intelligence to inform decisions, according to the Organisation for Security and Co-operation in Europe.

When this policing method started in Nigeria, it looked like it could effectively address new security threats, especially kidnapping. Reports from security sources and the media suggest that this initiative helped disrupt kidnapping networks in various regions.

A senior police officer close to the initiative shared that intelligence sharing improved during that time, allowing specialized units like the Intelligence Response Team (IRT) to act on what he called “evidence-based and actionable” information.

But over time, the topic faded from public conversation. PREMIUM TIMES tried to get information from former police spokesperson Anthony Placid about how the program developed, if any related technology is still working, and how intelligence sharing is managed now. Unfortunately, the police did not reply.

During a recent security briefing at the National Counter Terrorism Centre (NCTC) in Abuja, Mr Placid’s successor, Anietie Iniedu, mentioned that the police have shifted from intelligence-led policing to a model that combines intelligence-led and community collaborative policing.

“We’ve seen that intelligence alone won’t help us, so we’ve worked hard to create collaborative processes with our communities,” said Mr Iniedu, who is a chief superintendent of police (CSP).

While he did not directly answer why the earlier intelligence-led policing method didn’t reach its goals, there is still no proof that intelligence gathering or operations based on intelligence have stopped within the police. Instead, the questions surrounding the initiative’s path highlight broader issues about ownership, sustainability, and long-term tech capabilities.

A Growing Kidnapping Economy

The problem has become more urgent as kidnapping spreads across Nigeria.

Data from SBM Intelligence shows that at least 4,722 Nigerians were kidnapped in 997 incidents between July 2024 and June 2025. During that same time, kidnappers demanded nearly N48 billion and received more than N2.5 billion in ransom.

Although the number of kidnappings fell from 7,568 between July 2023 and June 2024 to 4,722 the following year, ransom demands jumped sharply from about N10.9 billion to N48 billion.

Analysts suggest these numbers indicate kidnapping groups are getting more value from fewer incidents while becoming more sophisticated.

To tackle these threats, we need more than tactical operations. We need institutions that can collect, analyze, and share information across different areas and agencies.

But experts say this remains a big problem.

Yahuza Agumi, a conflict researcher in Niger State, mentioned that intelligence is often kept within agencies and usually stays local unless joint task forces are set up.

This situation leads to a security environment where criminal activities often follow clear patterns but are hard to prevent because information and response methods are disconnected.

When Digital Systems Fail to Become Institutions

Experts say a common challenge with public-sector tech reforms is the failure to turn digital systems into lasting institutions.

While technology can enhance service delivery and efficiency, its long-term success often relies on good governance, consistent funding, ownership, and internal technical skills.

A former head of an intelligence unit in a North-central police command, who wished to remain anonymous, said a tech platform related to the intelligence-led policing initiative stopped working around 2021 because the necessary subscriptions were not renewed.

This information could not be verified, and the police did not respond to inquiries for clarification. However, experts believe this reflects a bigger issue affecting many public-sector digital projects.

Timi Olagunju, a technology lawyer and policy expert, stated that many digital systems are introduced faster than institutions can handle them.

“The ongoing problems are lack of digital leadership, politicized procurement processes, and limited technical understanding in the public sector,” Mr Olagunju explained.

He added that institutions often underestimate what it takes to maintain digital systems long-term, including training, upgrades, and technical support.

Changes in leadership can also complicate sustainability when new administrations or agency heads change priorities, purchasing plans, or technology choices.

The Role of Private-Sector Expertise

This challenge has pointed out the increasing need for private-sector expertise to help public institutions.

Statements made by police officials show that outside tech support is still part of the broader security framework.

In a 2024 post on X, former police spokesperson Muyiwa Adejobi admitted that some private firms provide tracking services and urged the public to share information gathered through these companies with the police for further action.

“While the police work hard to get the equipment in all area commands, we can use what we have for now,” he wrote.

Recently, news linking the intelligence company Giga Forensics to investigations of suspected armed robbers and murder suspects in Abuja has highlighted the growing role of specialized private-sector skills in law enforcement.

Neither the company nor the police responded to requests for comments about any collaboration.

Experts say these partnerships are not unusual. Governments worldwide often work with private firms to access specialized technical skills.

The challenge is to ensure these partnerships build institutional capacity instead of creating long-term reliance.

Why Interoperability and Institutional Ownership Matter

Digital public infrastructure experts say sustainable digital systems need interoperability. This means different organizations, systems, and technologies must exchange information and work well together through shared standards.

Ali Sabo, the Digital Rights Lead at the Centre for Information Technology and Development (CITAD), said effective intelligence-led policing relies not just on technology but also on strong coordination between agencies and clear rules for managing information.

He noted that intelligence systems in Nigeria are often fragmented and have inconsistent standards for data sharing.

“Without clear rules on data ownership, storage, access, and protection, such systems become inefficient and vulnerable,” he explained.

He added that limited in-house technical skills can make institutions too dependent on outside actors while weakening control over vital systems.

For national security institutions, he argued that continuity should not depend only on commercial arrangements.

“When key national security infrastructure is built on proprietary systems controlled by private vendors, it creates risks of dependency,” Mr Sabo said.

He pointed out that open standards, local hosting, and stronger institutional ownership are important safeguards against disruptions.

The issues highlighted by experts in the security sector echo concerns raised in a 2025 Dataphyte study on emerging digital public infrastructure in Nigeria. The study found that fragmented government systems, poor interoperability, and lack of coordinated digital frameworks limit the effectiveness and sustainability of digital efforts across public institutions. It recommended stronger governance frameworks, common standards, and better institutional coordination to keep digital systems working long-term.

Building Digital Public Infrastructure That Lasts

Experts say the lessons learned go beyond policing. According to Mr Olagunju, reforms driven by technology cannot succeed with just software deployment. Sustainable systems need governance structures, trusted information-sharing methods, skilled workers, and long-term funding.

While partnerships with private tech firms can bring valuable expertise, he said these should focus on knowledge transfer and building institutional capacity instead of creating lasting dependence.

He also suggested procurement models that prioritize interoperability, open standards, and clear transition arrangements.

Transparency is equally crucial.

“A situation where even officers don’t know the systems or vendors in use undermines accountability and institutional learning,” he noted.

At the policy level, Mr Olagunju suggested stronger governance frameworks for relationships between public institutions and tech providers. This includes clear standards for service delivery, data governance, knowledge transfer, and operational continuity.

The bigger lesson is not that tech partnerships are inherently bad. Instead, Nigeria’s experience shows that even promising tech-driven reforms might struggle to make a lasting impact if they are not supported by sustainable funding, internal technical skills, good governance, and long-term ownership.

The journey of intelligence-led policing is, therefore, not just about policing. It is also about state capacity and the challenge of turning digital innovations into lasting public infrastructure.