ABSTRACT
Models of intelligence-led policing (ILP) tend to assume that perfect execution can yield objective results. The social and technological context of intelligence work has been shown to impact what kind of information is collected, and how it is interpreted. Strategic analysis aims to support decision-making regarding the long-term goals that the police should steer towards in the future and how they might be achieved. This chapter expresses that the non-objective nature of intelligence analysis and the increasing prevalence of ILP strategies at all levels of policing should prompt greater transparency and also collaboration with actors outside the police on strategic intelligence products. It focuses on a thematic analysis of two Norwegian cases: the National Police Directorate's Intelligence doctrine, which began to be implemented throughout the Norwegian Police in 2014 as part of the most recent reform, and an Oslo Police District strategic intelligence product designed to develop methodology. Intelligence-led policing has emerged as a practical approach for managing police work.
