Synergy, not silos: Building ‘communities of practice’ to power public service transformation

All too often in the public sector, teams invest months developing digital solutions only to later discover that another department had already solved a similar problem. The solutions exist. The connections don't. 

This pattern repeats across governments from coast to coast to coast. The most significant barriers to transformation aren't always technical constraints or budget limitations—they're organizational disconnects that prevent knowledge from flowing where it's needed.

The reality: Learning to jump across silos

When new government initiatives are born, it is always difficult to track similar undertakings that came before, and how to leverage value from past projects. In today's public sector landscape:

• Teams across ministries and departments frequently rebuild solutions that already exist elsewhere
• Valuable insights remain trapped in organizational silos
• Institutional memory walks out the door when experienced staff retire or transition
• New staff in hybrid environments struggle to access tacit knowledge and unwritten practices
• Digital tools intended to connect people often fragment information further

For leaders responsible for digital transformation and organizational effectiveness, these disconnects can create inefficiency and missed opportunities to deliver better services with existing resources.

The emergence of ‘Communities of Practice’

Across public services, a promising approach has taken root through ‘Communities of Practice’—peer-led learning networks formed around shared professional interests like service design, Indigenous data governance, agile delivery, and digital accessibility.

What distinguishes successful Communities of Practice from traditional knowledge management approaches?

1. They form organically around genuine practice areas rather than administrative structures
2. They provide safe spaces for peer learning across hierarchical boundaries
3. They blend formal knowledge sharing with informal relationship building
4. They distribute leadership rather than centralizing it
5. They adapt continuously based on member needs and evolving priorities

When properly supported, these communities create resilient knowledge networks that survive beyond any single project, technology platform, or leadership tenure.

Measurable impact: Transformation through connection

When learning becomes relational and routine, transformation doesn't need to be forced—it grows organically. This approach is evident in several successful initiatives across Canada and the UK:

• Canadian Digital Service (CDS): CDS has implemented a model where communities of practice are built around shared delivery standards. By conducting peer-led assessments, they foster a culture of continuous improvement and cross-departmental collaboration. This model has proven effective in breaking down silos and promoting shared learning across ministries.
  
  
• Service Canada Labs: This initiative provides a platform for testing and refining digital services with direct input from the public. By involving users early in the development process, Service Canada Labs ensures that services are user-centred and meet real needs. This iterative approach promotes a culture of learning and adaptation within the organization.
  
  
• NHS Elective Care Community of Practice: The NHS has established an online platform for commissioners, clinicians, and providers to share knowledge and collaborate more effectively. This community facilitates the exchange of best practices and fosters a collaborative approach to healthcare delivery.

The lessons from the Communities of Practice implementation examples above have yielded several benefits:

• Decreased redundancy in tool development and procurement
• Accelerated onboarding for new staff through access to peer mentorship
• Greater standardization of design patterns and user experiences across services
• More effective cross-departmental collaboration on complex challenges
• Higher retention of institutional knowledge through periods of transition
• Improved staff satisfaction and sense of professional growth

The challenge of scale and sustainability

As Communities of Practice grow from small, informal gatherings to recognized organizational assets, they face predictable challenges:

• Maintaining the original sense of psychological safety as membership expands
• Balancing structure and spontaneity as processes formalize
• Distributing leadership to prevent burnout among founding members
• Preserving institutional memory as community stewards transition
• Demonstrating value to secure ongoing organizational support

These challenges require thoughtful design, not just enthusiastic participation.

Building sustainable knowledge networks

Button’s experience working with public sector organizations has revealed key patterns in Communities of Practice that thrive at scale:

1. Distributed stewardship: They develop rotating leadership models that distribute responsibility and build resilience
2. Intentional onboarding: They create clear paths for newcomers to understand community norms and contribute meaningfully
3. Balanced structure: They establish just enough governance to function effectively without becoming bureaucratic
4. Value demonstration: They document and communicate their impact in terms that resonate with organizational leaders
5. Continuous renewal: They regularly revisit their purpose and approach, adapting as organizational needs evolve

When these elements are present, Communities of Practice become more than professional development opportunities—they become critical infrastructure for organizational learning and resilience.

Transforming government from within

As public sector organizations navigate increasingly complex challenges—from climate adaptation to artificial intelligence governance to equity in service delivery—their capacity to learn collectively becomes a strategic advantage.

Communities of Practice represent one of the most promising approaches to building this capacity. When designed thoughtfully, they create spaces where innovation can emerge organically, where knowledge flows freely across organizational boundaries, and where public servants find both practical support and professional purpose.

We've observed firsthand how these communities transform organizational culture from within—not through mandates or restructuring, but through genuine connection and shared learning.

Building your community strategy

At Button, we've partnered with public sector organizations across Canada. to design, launch, and sustain Communities of Practice that strengthen institutional knowledge and catalyze innovation. Our approach combines service design methodology with deep understanding of public sector contexts.

Whether you're looking to:

• Establish new Communities of Practice in strategic practice areas
• Scale existing communities while preserving their essential character
• Develop governance models that balance structure with autonomy
• Create measurement frameworks that demonstrate community impact
• Build leadership capacity among community stewards

We offer facilitation, strategic guidance, and practical tools tailored to public sector realities.

Start building 

If you're interested in exploring how Communities of Practice might strengthen knowledge sharing and innovation in your organization, we welcome the opportunity to connect.

Contact us at hello@button.is to arrange an initial conversation about your organizational context and goals.