National Police (The Netherlands)
Legitimacy, culture & strategic communication in a high-scrutiny public organisation
Public sector · The Netherlands · Strategic advisor & creative lead
The National Police operates in an environment of constant public scrutiny, political pressure and societal debate. Decisions made on the ground are often complex, time-critical and taken under conditions of uncertainty, while public perception tends to simplify outcomes and intentions.
Within this context, trust, legitimacy and internal cohesion are not abstract concepts but essential conditions for effective functioning. Communication plays a critical role — not as messaging, but as a strategic instrument within governance, leadership and organisational development.
I was involved in multiple strategic communication challenges across different parts of the organisation, all connected by the same underlying question: how to strengthen legitimacy, understanding and internal pride without resorting to simplification or defensiveness.
I worked closely with executive leadership, communication departments and project teams to provide strategic direction and coherence across initiatives.
My responsibilities included:
Strategic framing of communication challenges within organisational and societal context
Advising executive leadership on positioning, narrative and decision-making
Developing overarching narratives connecting multiple initiatives
Providing conceptual and creative direction across projects
Safeguarding alignment between organisational goals, culture and communication
My role was explicitly strategic: connecting leadership intent, societal dynamics and human stories into a coherent and sustainable approach.
Rather than addressing issues through isolated campaigns, the focus shifted to developing a consistent narrative centred on professionalism, responsibility and the human reality of police work. This narrative provided continuity across internal and external communication and prevented fragmentation.
Communication was positioned as a tool for organisational development, not just visibility. By reinforcing internal pride and shared identity, communication supported cultural cohesion and alignment — particularly in parts of the organisation that operate largely out of public view.
In a polarised public debate, the deliberate choice was made not to oversimplify. Instead, communication focused on context, dilemmas and decision-making under pressure, enabling deeper understanding rather than quick judgement.
Strengthened internal identity and pride across multiple departments
Increased understanding of professional decision-making among external audiences
Communication embedded structurally in onboarding, leadership moments and stakeholder engagement
Greater coherence between organisational values, behaviour and external perception
These outcomes contributed to trust and legitimacy over time, rather than short-term attention.
This case illustrates how communication can function as a governance and leadership instrument in highly sensitive public organisations. By prioritising coherence, context and legitimacy over visibility, communication supports alignment, trust and sustainable organisational development.
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