Breaking Down Silos in Public Sector Change Management

The Group: The Cross-Government Change Management Community of Practice, a vibrant public sector-wide movement dedicated to prioritising effective change management.

The Challenge: Public sector change managers worked in professional isolation, frequently "reinventing the wheel" due to siloed departmental structures and a lack of formal cross-government collaboration.

The Solution: The launch of a dedicated "Learning Hub" designed to foster strong online community engagement, collective expertise, and a culture of "sharing, not protecting" across departmental lines.

The Result: A 68% surge in membership over the last 12 months, growing to over 740 members across the entire Civil Service and wider public sector.

Introduction: The Vision for Collaboration

The Cross-Government Change Management Community of Practice was established in 2020 to transform how change is managed across the public sector. Key leaders spearheading this movement include Mandy Oliver, Head of Change Management (Department of Business and Trade) and Hannah Hiles Delivery Lead (Department of Business and Trade) In an environment where "change" is a constant necessity, the community's vision was to move beyond simple communication and build a collaborative ecosystem where shared challenges become collaborative solutions.

Before this initiative, the "Old Way" of working was defined by isolation. Professionals tasked with high-stake transformations often operated within the confines of their own departments, with no structured mechanism to share tools, experiences, or best practices with their peers in other government branches.

The Challenge: Identifying the Friction

The primary barrier to effective transformation was the "siloed" nature of government work. Change managers faced several critical points of friction:

• Professional Isolation: A lack of connection across departmental lines left practitioners feeling they were tackling massive cultural resistance and process bottlenecks alone.
• Resource Inefficiency: Without a central exchange, teams across different departments were often solving the same problems independently, leading to inefficiencies.
• Scale of Transformation: The sheer magnitude of public sector change required a level of collective intelligence that traditional, top-down departmental structures could not provide.

A traditional solution was not enough because it failed to solve the problem of professional isolation and the need for a culture of shared tools and collective expertise.

The Solution: Building the Community Ecosystem

To overcome these barriers, the community implemented a strategy focused on "sharing, not protecting". This shifted the focus toward community-led growth, where the members themselves drive the value of the network.

Key Features of the Collaboration Platform

• Centralised Knowledge Hub: The community utilises the Knowledge Hub (KHub) as its primary digital home, providing a dedicated space for networking and resource sharing.
• Monthly Thought Leadership Sessions: Regular virtual gatherings attract over 150 attendees, featuring global experts who introduce cutting-edge tools and knowledge to the membership.
• Active Knowledge Exchange: A culture that encourages both veterans and newcomers to contribute their own tools and experiences, ensuring the environment remains inclusive and practical.

Member buy-in was encouraged by addressing immediate "pain points" and providing a sense of belonging that was previously missing in the profession.

The Impact: Quantifiable Results

The community’s impact has been recognised at the highest levels, including winning the "Group of the Year" and the Head Judge’s Award at the international Change Awards in April 2025.

• Rapid Membership Growth: Membership increased by 68% in just one year, now exceeding 740 members from across the Civil Service.
• National Policy Influence: The community is a recognised stakeholder for the National Infrastructure and Service Transformation Authority (NISTA) and contributed to the "Teal Book," the UK government’s definitive guide for project delivery.
• High Engagement: Monthly sessions consistently draw 150+ participants, demonstrating sustained online community engagement.
• Enhanced Professional Well-being: Members report a deep sense of belonging, with many noting that the community significantly improves their professional working lives.

Best Practices & Lessons Learned

Based on the success of this group, other organisations can adopt these strategies:

1. Prioritise Purpose Over Structure: Success came from focusing on the shared needs of people rather than rigid departmental hierarchies.
2. Cultivate a "Sharing" Culture: Actively move away from "protecting" information and instead incentivise members to exchange their tools and failures openly.
3. Secure External Validation: By participating in awards and influencing national standards (like the Teal Book), the community built the credibility needed to become an "internationally recognised pillar of excellence".

Conclusion & Future Outlook

The Cross-Government Change Management Community of Practice has proven that community building is a vital professional discipline. Looking ahead, the group aims to establish a single, widely recognised, and highly valued public sector-wide change management profession. By continuing to foster an inclusive, collaborative environment, they are not only supporting individual professionals but are also strengthening the fundamental public services that citizens rely on.