By Adeniran Bamisaye
In leadership, there is often a temptation to believe that the future belongs exclusively to fresh ideas, new faces and novel approaches. While innovation remains indispensable, wise leaders understand that progress is most sustainable when it is built on the foundation of experience. This perhaps explains why the recent decision by the Inspector-General of Police, IGP Olatunji Rilwan Disu, to receive and engage former Inspectors-General of Police deserves more attention than it has received.
At first glance, the meeting may appear ceremonial—a gathering of current and former leaders of the Nigeria Police Force. However, beneath the optics lies a profound leadership lesson, one that extends beyond policing and speaks to the very essence of institution-building.
Every institution that has endured the test of time has done so because it found a way to preserve and transfer knowledge from one generation of leaders to another. Institutions decline when they forget their history, repeat old mistakes and ignore the lessons paid for by those who came before them. The Nigeria Police Force, with its long and rich history, is no exception.
Over the decades, former Inspectors-General have led the Force through varying security realities. Some confronted waves of armed robbery. Others grappled with militancy in the Niger Delta. Some led during periods of heightened insurgency, terrorism, communal conflicts, kidnapping and election-related violence. Each administration encountered unique challenges and, in the process, accumulated valuable insights that no textbook can adequately capture.
The significance of IGP Disu’s engagement with these former police chiefs therefore lies not merely in the meeting itself but in what it represents—a recognition that institutional memory is a strategic asset.
In many public institutions, leadership transitions are often accompanied by a complete departure from existing ideas and structures. New leaders sometimes feel compelled to start afresh, introducing new initiatives while abandoning valuable programmes inherited from their predecessors. This culture of discontinuity has contributed to the stagnation of many institutions across the country.
Yet sustainable reform rarely emerges from wholesale abandonment of the past. Rather, it comes from understanding what worked, identifying what failed and building on existing foundations. By reaching out to former Inspectors-General, IGP Disu appears to be embracing this philosophy. It is an approach that demonstrates humility, maturity and a commitment to institutional growth rather than personal legacy.
The challenges confronting the Nigeria Police Force today are both numerous and complex. The Force is expected to combat terrorism, banditry, kidnapping, cybercrime, organised criminal networks and other emerging threats, often within an environment of limited resources and increasing public expectations. Addressing these challenges requires more than operational capacity; it requires wisdom, perspective and a deep understanding of the institution itself.
Experience, after all, remains one of the most valuable resources in leadership. Unlike equipment that can be procured or infrastructure that can be built, experience cannot be purchased. It is acquired through years of decision-making, successes, failures, crises and hard-earned lessons. When leaders deliberately create opportunities to tap into such reservoirs of knowledge, they increase their chances of making informed decisions.
The corporate world understands this principle well. Many successful organisations retain retired executives as advisers, mentors or members of advisory boards. They recognise that while new leaders bring energy and fresh thinking, experienced hands often provide context, perspective and caution. They help organisations avoid pitfalls that have been encountered before.
There is no reason why public institutions should not adopt a similar approach.
For the Nigeria Police Force, the benefits could be substantial. Former Inspectors-General can offer historical perspectives on previous reform initiatives, explain why certain policies succeeded while others struggled and provide guidance on navigating institutional challenges. Their experiences can help current leadership avoid repeating costly mistakes and accelerate the implementation of meaningful reforms.
More importantly, such engagements send a powerful message to serving officers. They reinforce the idea that leadership is a continuum and that every contribution to the institution remains valuable long after retirement. In doing so, they strengthen the culture of professionalism, mentorship and continuity within the Force.
To be clear, consulting former leaders does not mean being bound by the past. It does not imply resistance to innovation or an unwillingness to embrace change. Rather, it reflects an understanding that the most effective reforms often emerge from a careful blend of experience and innovation.
As Nigeria continues to confront evolving security challenges, the importance of strong institutions cannot be overstated. Strong institutions are not built solely on structures, policies or resources. They are built on knowledge, continuity and the collective wisdom of those who have dedicated their lives to service.
The recent engagement between IGP Disu and former Inspectors-General of Police may not immediately translate into dramatic headlines or instant solutions to the nation’s security challenges. However, it represents something equally important; a commitment to learning, continuity and institutional strengthening.
In a society where institutional memory is too often neglected, this initiative stands out as a reminder that while technology can be acquired, infrastructure can be funded and policies can be drafted, experience remains one resource that money cannot buy.
And if properly harnessed, it may prove to be one of the most valuable tools in building a more professional, accountable and effective Nigeria Police Force.
Bamisaye wrote in from Lagos, Nigeria
