“Innovation is not easy, especially within a complex organization like the police. RevelX has solved a key puzzle to take an important step forward. They do this with a critical perspective and a wealth of experience and best practices that they’ve acquired from similar projects.”

John Stultiens, Head of Digital Transformation and Innovation, Limburg Unit

The client

The Limburg Police Unit is responsible for maintaining law and order, preventing crime, and ensuring public safety in the Limburg region of the Netherlands. It is part of the national police structure in the Netherlands, operating under the National Police (Nationale Politie). The Limburg Police Unit encompasses several districts within the Limburg province and is tasked with a range of duties, including general policing, criminal investigations, traffic enforcement, community engagement, and public order maintenance. The unit works closely with local communities, other law enforcement agencies, and emergency services to ensure a coordinated and effective approach to safety and order in the region.

The challenge

Many fast-moving developments and (technological) trends have a direct impact on society, and thus also on the core tasks of the police. To ensure the police organization can continue to operate optimally now and, in the future, a policy has been developed, known as the strategic compass. Innovation plays a significant role in realizing the compass and thereby achieving the goals of the Police Organization.

Within the police organization, both at the national and regional levels, there are many active innovation initiatives. These have led to successes and valuable experiences.

However, there are some challenges with recent activities. For example, the regional innovation lab suffers from an image problem. It is seen as more national than regional, costs a lot of money, and produces (too) few tangible results. Many innovations are initiated and developed in “splendid isolation”, lacking adequate input from the organization—the demand side. This leads to limited buy-in, a lack of ownership, and subsequently a limited number of successful implementations. There is also a disconnect with the operational organization. The distance between the innovation lab and the work floor is perceived to be relatively large.