These two components of the crime picture in a jurisdiction, used in combination, are essential for a more comprehensive understanding of the nature and causes of crime. This, in turn, provides a more solid basis for crafting effective crime-reduction and prevention strategies. Barriers to the development of this model, however, are significant. One of the barriers discussed is the unwillingness of sworn police intelligence analysts to share their information with civilian colleagues who are technical specialists in crime and problem analysis. Another barrier is that in many agencies, intelligence units and crime analysis units have significantly different mission statements, such that interaction and cooperation is difficult and a low priority. An associated barrier pertains to conflict in terminology that hinders communication essential to cooperation. Other barriers include case-by-case thinking that loses sight of the big picture, a fixation on secrecy in a post-September 11th environment, technological constraints, and a lack of training and leadership. If these barriers are to be addressed intelligently, police executives must acquire an understanding of the business model of modern intelligence-led policing. Many police leaders received their training and practice in policing in a different time, when investigators were the only people who used covert information, and operations were separated according to the individual cases. Case-by-case investigation is now known to be ineffective in stemming the volume of various types of crime. Intelligence-led policing requires a greater integration of covert information that is essential to developing a comprehensive understanding of crime patterns and crime causes in a jurisdiction. 18 references