More than a decade after the police launched an intelligence initiative to crack down on kidnapping, the crisis has evolved into one of Nigeria’s most persistent security challenges, raising questions about the sustainability of the initiative and how government digital solutions can falter in Nigeria.
The swift arrest of the kidnappers of a former Secretary to the Government of the Federation, Olu Falae, in September 2015, briefly showcased the promise of a new policing approach introduced by former Inspector General of Police (IGP), Solomon Arase.
At the time, Mr Arase described intelligence-led policing as “the ultimate for Nigeria,” arguing that modern law enforcement must be driven by intelligence gathering, analysis and coordinated response rather than reactive policing.
More than a decade later, kidnapping has evolved into one of Nigeria’s most persistent security challenges. While intelligence-led policing remains part of modern law-enforcement practice, the trajectory of the initiative raises broader questions about a challenge confronting many Nigerian institutions: how to build technology-enabled reforms that endure beyond their initial launch.
Over the past two decades, Nigeria has launched numerous digital governance platforms aimed at improving public service delivery, identity management, financial governance and citizen engagement. While some—such as the National Identification Number (NIN), Bank Verification Number (BVN) and Treasury Single Account (TSA)—have become integral to governance, many others have been abandoned, superseded, only partially implemented or left dormant due to policy shifts, weak institutional ownership and funding constraints. This fragmented approach has prompted the Nigerian government to introduce stricter oversight of public-sector digital investments after acknowledging widespread duplication of systems, poor interoperability and high project failure rates.
The experience of the 2015 intelligence-led policing initiative offers a useful lens for examining the difficulties of building sustainable digital public infrastructure within Nigeria’s security sector.
Intelligence-led policing is generally understood as a policing model that relies on the collection, analysis and dissemination of intelligence to guide operational and strategic decisions, according to the Organisation for Security and Co-operation in Europe.
At the time the policing initiative was launched in Nigeria, it appeared to offer a scalable response to emerging security threats, particularly kidnapping. Security sources and media reports indicate that the initiative contributed to tactical gains, including disrupting kidnapping networks in parts of the country.
A senior police officer familiar with the initiative said intelligence sharing improved during the period, enabling specialised units such as the Intelligence Response Team (IRT) to act on what he described as “evidence-based and actionable” information.
Yet despite its early visibility, the initiative gradually faded from public discussion. PREMIUM TIMES sought clarification from former police spokesperson Anthony Placid on how the programme evolved, whether any associated technology platforms remain operational, and how intelligence-sharing systems are currently managed, but the police did not respond.
Responding to questions during a joint security briefing at the National Counter Terrorism Centre (NCTC) in Abuja, Mr Placid’s successor, Anietie Iniedu, said the force has evolved from intelligence-led policing to an intelligence-led, community collaborative policing model.
“We’ve seen that intelligence alone won’t help us, and so we’ve gone far to create collaborative processes with our communities,” said Mr Iniedu, a chief superintendent of police (CSP).
The police spokesperson did not directly respond to the question of why the earlier intelligence-led policing approach introduced under former Mr Arase did not achieve its intended impact.
However, there is no evidence that intelligence gathering or intelligence-based operations have ceased within the police. Rather, the questions raised by the initiative’s trajectory point to broader concerns about institutional ownership, sustainability and long-term technological capacity.
The challenge has become more urgent as kidnapping continues to expand across the country.
According to data obtained from SBM Intelligence, at least 4,722 Nigerians were abducted in 997 incidents between July 2024 and June 2025. During the same period, kidnappers reportedly demanded nearly N48 billion and received more than N2.5 billion in ransom payments.
Although the number of abductees declined from 7,568 recorded between July 2023 and June 2024 to 4,722 in the following year, ransom demands increased sharply from approximately N10.9 billion to N48 billion.
Analysts say the figures suggest that kidnapping groups may be extracting greater value from fewer incidents while operating with increasing sophistication.
Addressing such threats requires more than tactical operations. It also requires institutions capable of collecting, analysing and sharing information across jurisdictions and agencies.
Yet experts say this remains a persistent challenge.
Yahuza Agumi, a grassroots conflict researcher in Niger State, said intelligence is frequently siloed between agencies and often remains localised unless joint task forces are established.
The result, analysts argue, is a security environment in which criminal activities frequently follow identifiable patterns but remain difficult to prevent because information and response mechanisms are disjointed.
Experts say one of the most common challenges facing public-sector technology reforms is the failure to transform digital systems into durable institutions.
While technology can improve service delivery and operational effectiveness, its long-term success often depends on governance structures, sustainable funding, institutional ownership and internal technical expertise.
A former head of an intelligence unit in a North-central police command, who was not authorised to speak to the press, said a technology platform associated with the intelligence-led policing initiative became inoperable around 2021 after subscriptions required to keep it operational were no longer renewed.
The account could not be independently verified, and the police did not respond to enquiries seeking clarification. However, experts say the experience reflects a broader pattern affecting many public-sector digital initiatives.
According to Timi Olagunju, a technology lawyer and policy expert, many digital systems are deployed faster than institutions can absorb them.
“The recurring issues are a lack of digital leadership, politicisation of procurement processes, and limited technical understanding within the public sector,” Mr Olagunju said.
According to him, institutions frequently underestimate the long-term requirements of maintaining digital systems, including training, upgrades, technical support and operational continuity.
Leadership transitions can further complicate sustainability when new administrations or agency heads alter priorities, procurement plans or technology choices.
The challenge has also highlighted the increasingly important role of private-sector expertise in supporting public institutions.
