National Institute for Advanced Studies in security and justice TEAMWORKS TOWARDS POLICING 3.0 : DIGITAL TRANSFORMATIONS IN POLICING TO 2025: ANTICIPATION AND PERFORMANCE 27th National Session « Security and Justice » 2015-2016 Security and Justice Session « 27th National Strategic Diagnostic Group (GDS) n°3 JUNE 2016 ISSN 2265-447X TOWARDS POLICING 3.0 : DIGITAL TRANSFORMATIONS IN POLICING TO 2025: ANTICIPATION AND PERFORMANCE Strategic Diagnostic Group No 3 Report – 27th National Session «Security and Justice» - 2015/2016 Members of GDS 3 : Chair: Claire BERNIER, lawyer, Partner at Adsto Vice-Chair: Paul-Mathieu LE GAL-OTTAVIANI, City of Paris Coordinating Editor: Alain IMBERT, Director, Research & Analysis Department, McKinsey & Company Alain PERRAUD, Senior Manager, Compliance, Assessment & Control, Renault Céline BRUNEAU, journalist, i-Tele Didier CANNESSON, Regional Sales Manager, Criminal Justice and Public Security, Morpho Philippe CORREOSO, Colonel, Military Personnel Directorate, French Gendarmerie Fadi DAHDOUH, City Councilor, Troyes, France; osteopath Jean-Luc FAIVRE, commissaire divisionnaire, National Directorate of the French police François GARNIER, Deputy Chief of Staff, Prefecture of Essonne, France Christian GRAVEL, Prefect, Director of France’s Government Information Service (SIG) Christophe GUEGUEN, CIO, Securitas France Denis LAURETOU, Head of Security, Banque de France Thomas LEGRAIN, Managing Partner, Thomas Legrain Conseil Kristof DE PAUW, Chief Superintendent, General Director of SAT Justice, Belgian police Emmanuel MAGNE, Director of General Surveillance, City of Lyon Olivier ZAMPHIROFF, magistrate This document cannot be considered as an offi cial or unoffi cial position of the institute or other state authorities. The inputs and recommandations expressed refl ects only the views of the authors. It is published under the editorial responsability of the Director of INHESJ. Publication Director M. Cyrille SCHOTT, director of INHESJ 2 © INHESJ – June 2016 – Strategic Diagnostic Group No 3 Report TOWARDS POLICING 3.0 DIGITAL TRANSFORMATIONS IN POLICING TO 2025: ANTICIPATION AND PERFORMA 27th National Session « Security and Justice » 2015-2016 Contents EXECUTIVE SUMMARY . 6 INTRODUCTION . 8 DIGITAL REVOLUTION: DIAGNOSTIC AND OUTLOOK . 9 TOWARDS A WORLD RESHAPED BY DISRUPTIVE TECHNOLOGIES . .9 SECURITY FORCES, CRIMINAL NETWORKS AND CIVIL SOCIETY: THE APPLICATIONS AND IMPLICATIONS OF DIGITAL 10 The internal security modernization plan . 10 Origins and ambitions . .10 Five priority challenges. .10 The need for the security forces to master the digital universe . 13 The implications of information gathering and web intelligence . 13 The implications of Big Data. 13 The implications of the Internet of Things . .14 The implications of smart video surveillance . 15 The implications of productivity. 15 Crime goes digital . 16 The characteristics of cybercrime . 16 Factors in the development of cybercrime. 17 New interactions with citizens . 17 The paradox of privacy in an ever more digital society . 17 Further progress is required on web-based services . .18 Positive pressure on quality of service and ethics . .20 Partnerships with the private sector need more work . .20 Participating in companies’ R&D projects . 21 Helping with inquiries . 21 France’s internal security industry needs to be developed further . .22 Building a mid- to long-term vision of the needs . .23 Investing in the industry to support its development . .23 © INHESJ – June 2016 – Strategic Diagnostic Group No 3 Report 3 TOWARDS POLICING 3.0 : DIGITAL TRANSFORMATIONS IN POLICING TO 2025: ANTICIPATION AND PERFORMANCE Strategic Diagnostic Group No 3 Report – 27th National Session «Security and Justice» - 2015/2016 CULTURAL AND ORGANIZATIONAL CHALLENGES: ADAPTATION OR REVOLUTION? . 24 SOME LESSONS FROM PAST EXPERIENCE . 24 DIAGNOSTIC OF THE EXISTING CHANGE GOVERNANCE STRUCTURE. 27 A need for simplifi cation and greater organizational transparency . 27 An evolving recruitment policy . .28 Adaptations must take account of changes in the private sector. .28 THE NEED TO OPEN UP RECRUITMENT . 29 Harnessing internal resources . .29 Integrating scientifi c profi les into the security forces . .30 Integrating resources from outside . .30 Ad-hoc collaboration with experts . 31 A DIGITAL STRATEGY, YES—BUT WHY? . 32 What it means for the security forces to have a digital ambition. .32 A proposed digital vision for the security forces . .32 Turning it into an operational digital strategy . .33 Good practices for rolling out a digital strategy . .34 RECOMMENDATIONS FOR POLICING 3.0 . 35 TRANSFORM STRUCTURES BY BUILDING ON A LONG-TERM VISION . 35 Prepare a new “programming law” on justice and internal security. .35 Provide meaningful support for change. .36 Take decompartmentalization further. 37 Above all, decompartmentalize access to information . 37 Consider setting up a dedicated digital information analysis service . .38 Implement proper information system project management . .39 DEVELOP TALENT ALREADY PRESENT IN THE INSTITUTIONS. 39 Introduce proper forward planning of employment and skills. .39 Create and promote dedicated digital investigation branches . .40 Find the right match between needs, allocations and uses . 41 ATTRACT NEW TALENT . ..