At Leapwise, we’re lucky to have an experienced in-house consultancy team with a range of specialisms to help us meet client needs. But we also draw on a wider network of experienced Associates, ranging from leadership consultants and senior ex-government officials to former operational police leaders.
In this first-ever ‘associates blog’, one member of our network shares some of his expertise with you directly. As a former Chair of the National Police Technology Council and digital leader with 30 years’ experience in policing, Wayne Parkes (1) offers a unique understanding of the police tech space. Here, he shares his ideas for how police leaders can prepare for the new age of AI. It is, he argues, all about doing the basics well.
How technology has transformed policing – Wayne’s view
When I started in policing over 30 years ago, sending a memo to a colleague was a lengthy, manual process.
You’d start by writing down the contents by hand, before sending that off to the typing pool who would produce a typed-up version. You would then review the copy, usually make some corrections, and then send it back again for further changes. At last, when the (hopefully) final version arrived again, you’d give it a last check-through and then pass the memo on to the intended recipient – often someone sat in the same building as you.
This seems like a different world now, but it wasn’t all that long ago. In policing, as in many sectors, it’s striking to notice how far computerisation, the growth of the Internet, and other basic digital enablers have entirely transformed how we work.
Of course, those earlier technological developments didn’t solve all the problems faced in policing. ICT leaders will be painfully familiar with the unrealistic hype that often accompanies successive breakthroughs like this. With digital and Cloud, there were some who seemed to imply that the newest technology was some kind of silver bullet. Unsurprisingly, those wicked problems persisted.
Why AI is different and what it means for leaders
With AI, we see the same risk: some in policing do seem to be acting as if it will solve all ills. However, it is fair, in my view, to treat AI differently. The capabilities it already offers and the pace with which it improves is staggering. When I was a digital leader working in policing, I usually had a confident view of where tech would be in 12 months’ time. With AI, I’m far less confident making those same predictions.
The pace of change inevitably creates challenges for senior police leaders (both technical and non-technical) trying to keep up. The chief officers I talk to are clearly pulled in different directions when they think about this agenda.
There’s excitement at the potential AI offers and the benefits it’s already proven to have. There’s fear about ethical concerns and, more pragmatically, of falling behind everyone else (whether that means fellow forces or criminal counterparts). And perhaps most strongly, there’s profound uncertainty about where AI could best be used in policing and how to implement it effectively.
4 Tips for Police Leadership in the Age of AI
There are no easy answers here for police leaders. The AI space is moving exceptionally fast and it’s near impossible for extremely busy chief constables to keep up with the latest developments.
But the best police leaders are already taking sensible steps to prepare themselves for the age of AI. Counterintuitively, this isn’t usually about doing new things – it’s often more important to double down on some well-worn leadership disciplines.
With that in mind, here are my 4 tips for police leaders trying to make the most of AI:
- 1. Double down on the disciplines of change work. It’s easy to be swept away by all the tech-speak or to fixate on the shiniest innovations. But effective leaders should recognise that embedding AI as a force for service improvement is only possible with an effective grasp of the well-known fundamentals of successful change and transformation. Think about the key questions that emerge from something like the Leapwise VICTORY (1) Framework for successful major change. Are you thinking strategically about your coalition for change as you seek to embed AI? Are you clear about the resources you need to make this happen or the expected benefits? The core principles of change work remain the same, even if the technology is more advanced than anything we’ve ever seen before.
2. Set a clear vision for AI with clearly defined target areas. The ‘V’ of that framework is especially important. For many forces who are at the very start of their AI journey, establishing a clear vision around this technology is key. The danger for chief constables and others is that they approach AI in an unfocused and all-encompassing way, seeing it as a solution for every problem their force is struggling to deal with. In reality, most forces will have very limited knowledge and experience around AI – with perhaps only their ICT function or a few areas of business having used it before. So, a focused approach is best. That should involve identifying 2-3 wicked issues you want to solve with AI, before establishing clear problem definitions and target outcomes in those areas. Through this narrower use, you can bank some early wins and then build further capability across your force.
3. Invest in fixing the foundations. To deliver on that vision, leaders need to make smart investments in the enablers of AI. Back in February 2024, I was interviewed by Leapwise Consultant James Sweetland for a publication (2) making the case for treating information management as a core policing function. That’s an even more important message for policing leaders today.AI tools might dominate the headlines, but they usually rely on the data your force holds to function effectively. If your force hasn’t done the ‘boring’ work of getting your data organised and well-managed, that will naturally constrain what you can achieve with AI. Investing in those foundations is the only way to make those shiny new AI tools work effectively and ethically in the future.
4. Learn from inside and outside your force. Senior non-technical leaders in policing shouldn’t try to become experts in AI, just as they aren’t in relation to their wider technology stack. But given how transformative AI will be, it’s understandable to see chiefs strongly engaging with this agenda. For many ICT leaders this might offer some excitement too, with the possibility of much greater chief officer interest in their work! For non-technical leaders, external conferences, events, and meetings with tech suppliers all offer sensible ways to learn more about AI. However, chief officers and ICT leaders should seek to strengthen their working relationships internally too. For a chief officer who cares deeply about AI, heads of their tech functions can provide insight and expertise, as well as advice on what it takes to actually put AI solutions in place. Learning from within is just as important as learning from without.
Leading in the age of AI
For senior police leaders, leading in the age of AI naturally feels difficult. Uncertainty around potential benefits and risks, as well as the astonishing pace of change, makes understanding how to use AI even tougher. And that’s before even considering how its use by criminals will make operational policing even harder.
But the best leaders in policing are already finding their way, in line with the 4 tips I’ve set out here. The possibilities really are vast, so devoting time to this agenda should be a priority for all current or aspiring chief officers in policing today.
To learn more about leading in the age of AI, reach out to our team by clicking the button below.
