After successfully running an initial govtech lab, one question arises: how do you consolidate govtech innovation within an institution? Here, we focus on the role of innovation communities in deploying a govtech innovation management system aimed at solving real problems that affect the daily lives of citizens and public servants—using technology from niche providers that already exists—quickly, measurably, and with an impact-centered approach.

Once the fit, methodology, and value of a govtech lab have been validated, the next step is to evolve toward a govtech innovation system: a structured model that systematically and consistently ensures the definition of challenges, the identification of available technological solutions, the piloting of those solutions in real-world contexts, and the integration of those that create the most value into public services. This is where innovation communities play a key role.

We’d like to share what we’ve learned from working side by side with more than eleven govtech labs over the past three years.

What is a govtech innovation community?

Let’s start by defining a community of practice. According to organizational design expert Emily Webber, it is “a group of people connected by a shared passion for something they actively practice, and who grow collectively as they interact on a regular basis.”

Communities of practice help organizations thrive by creating environments where people can support one another, develop capabilities, connect knowledge, scale approaches that work, and continuously improve practices. In essence, they create a shared space to learn by doing, exchange experiences, and strengthen a culture of ongoing improvement.

How does this translate to govtech? To deploy a model that systematically identifies challenges, pilots solutions with startups, and scales those with the greatest impact, an isolated innovation team nudging departments to join isn’t enough. You need a network of specialists within each area—people who understand their services’ digitalization needs, have the judgment to assess technological solutions, can oversee pilot tests, and can support the integration of the most successful ones into the system.

A good example is the Centre for Telecommunications and Information Technologies (CTTI) of the Government of Catalonia. Each department (health, education, justice, etc.) has an IT unit responsible for its technological projects. From within these teams, people interested in innovation have been recruited to form the INNOTICs network, a community of practice dedicated to identifying needs and innovation opportunities and coordinating with CTTI’s Innovation Directorate to find solutions, pilot them, and scale them. This network has become one of the pillars of CTTI’s govtech innovation model, which drives around 100 innovation projects each year with both traditional providers and emerging companies.

We’re seeing similar examples in city councils, provincial councils, and public entities that are beginning to build their own technical communities: IT units with specialists dedicated to technology—and even innovation—projects. Evolving these roles into an innovation community that actively participates in a govtech innovation system is therefore a natural and highly viable next step.

A community does not replace the lab or the innovation team—it complements them. It’s the network that allows the system to function beyond a single project or one-off call for proposals.

What ingredients make up a govtech innovation community?

Three key elements:

Over these three years—and especially thanks to our collaboration with the Government of Catalonia—we’ve seen up close what makes an innovation community truly work. Goodwill, a sound structure, and a well-thought-out process aren’t enough; you also need a shared direction and certain ingredients that fuel the group’s energy, learning, and connection.

1. Capability development

When we talk about capabilities, we don’t just mean what each person knows; we also mean the resources the organization makes available to the community. The term “capabilities” captures this blend of skills and resources: people’s abilities and the tools that enable them.

On the one hand are knowledge and skills, strengthened through specialized training—for example, in innovation methodologies, challenge design, or the use of new technologies. On the other hand are resources, which include clear processes, shared tools, accessible documentation, and testing environments where people can experiment safely.

2. Spaces for connection and collective learning

No community exists without meeting regularly. Exchange spaces are the heartbeat that keeps it alive: they serve to share progress, compare lessons learned, and spot overlaps among areas facing similar challenges. When similar use cases are being piloted in different departments or the same technology is being tested in more than one context, these spaces help identify what works best and how to scale a common solution across the organization.

Just as important as sharing is documenting. If lessons learned aren’t recorded, they’re lost. Having common tools and formats to capture learnings and decisions turns each team’s experience into knowledge available to everyone and ensures every new project starts from a more advanced point.

3. Belonging and recognition

The third ingredient is a sense of belonging. People in an innovation community need to feel that their contribution has value and visibility within the organization. Recognizing their work, highlighting achievements, and inviting them to share their experience at events or in publications fosters pride and motivation. That recognition not only propels individuals; it also legitimizes innovation as a natural part of how the institution operates.

In short, communities thrive when they combine learning, connection, and a shared purpose. They are the foundation that keeps a govtech innovation system active over time, turning one-off experimentation into a sustained practice within the institution.

Communities aren’t a solution in themselves, but part of the system that allows govtech innovation to take root. Open procurement policies, a communication strategy that gives visibility to the value created, and evaluation systems that enable learning and course correction are also needed. But if we’ve learned anything in recent years, it’s that without a culture of innovation, no innovation system holds up—no matter how well designed it may be.

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