Public sector organisations are rich in knowledge. From policy expertise and frontline insights to lessons learned from decades of service delivery, they hold information that is vital to citizens, colleagues and partners alike. Yet much of this knowledge remains fragmented, locked away in inboxes, siloed teams or legacy systems.

Modernising knowledge sharing is no longer a “nice to have”. It is essential for improving efficiency, supporting staff, delivering better outcomes for the public and building organisations that can adapt to constant change. So what does modern knowledge sharing look like in practice, and how can public sector organisations get there?

1. Move from information storage to knowledge flow

Traditionally, knowledge management in the public sector has focused on storing information: document libraries, shared drives and static intranets. While these still have a role, they often prioritise compliance over usability.

Modern knowledge sharing is about flow, not just storage. This means making it easy for people to find the right information at the right time, and just as importantly, to share insights as they emerge. Short updates, FAQs, lessons learned and practical guidance should sit alongside formal documents, not be buried beneath them.

Designing systems around how people actually work – rather than how organisations are structured – is a critical first step.

2. Invest in intuitive knowledge platforms

Many public sector knowledge tools are outdated, difficult to search and poorly integrated with day-to-day work. As a result, staff default to emailing colleagues or recreating work that already exists elsewhere.

Modern platforms should be:

• Easy to search, with clear tagging and intuitive navigation

• Easy to leverage external sources of information, such as websites

• Simple to update, so knowledge does not become obsolete

Technology alone is not the solution, but the right digital foundations make modern knowledge sharing possible.

3. Value tacit knowledge, not just formal expertise

Some of the most valuable knowledge in public sector organisations is tacit: the know-how gained through experience, relationships and problem-solving on the ground. This knowledge is often held by individuals rather than captured in documents, and it is at risk when people change roles or leave.

Modern approaches recognise the importance of:

• Collaborative knowledge sharing

• Mentoring and peer learning

• Informal forums for sharing challenges and solutions

Creating spaces – both digital and physical – where people can ask questions, reflect on what works and learn from each other helps turn individual experience into organisational knowledge.

4. Build a culture of sharing, not hoarding

Knowledge sharing is as much a cultural challenge as a technical one. In some public sector environments, information can be treated as power, or sharing may feel risky in highly scrutinised settings.

Leaders play a crucial role here. Modern organisations:

• Reward collaboration and learning, not just individual performance

• Encourage openness about mistakes and lessons learned

• Model knowledge sharing at senior levels

When staff see that sharing knowledge is valued, safe and useful, they are far more likely to contribute.

5. Make knowledge part of everyday work

One reason knowledge initiatives fail is that they are seen as “extra work”. Staff are busy, and if sharing knowledge feels like an additional task, it will always fall down the priority list.

Successful modernisation embeds knowledge sharing into everyday processes:

• Capturing learning at the end of projects as a standard step

• Building knowledge updates into team meetings

• Making it easy to reuse and adapt existing content

The goal is to make sharing the default, not the exception.

6. Use data and feedback to keep improving

Modern knowledge sharing is not a one-off transformation. It requires continuous improvement, informed by evidence and user feedback.

Public sector organisations can:

• Track what knowledge is being accessed and what is not

• Identify common questions or gaps

• Regularly test and refine how information is presented

By treating knowledge sharing as a living system rather than a static repository, organisations can ensure it remains relevant and valuable.

Conclusion

Modernising knowledge sharing in the public sector is not simply about new tools or platforms. It is about rethinking how knowledge is created, shared and used to support better decisions and better public services.

By focusing on people, culture and everyday practice – supported by the right technology – public sector organisations can unlock the full value of what they already know. In doing so, they become more resilient, more efficient and better equipped to serve the public in an increasingly complex world.

Frequently Asked Questions

Q: Why is modernising knowledge sharing especially important for public sector organisations?

Public sector institutions generate vast amounts of institutional knowledge (policies, procedures, statutory data, tacit expertise) and without structured sharing, this information becomes hard to access and use. Modernising knowledge sharing helps improve decision-making, service delivery and transparency across government agencies and departments.

Q: What role does organisational culture play in improving knowledge sharing?

Modern approaches emphasise culture first: leaders must promote open communication, trust and collaboration. A culture that values knowledge exchange encourages staff to share expertise rather than hoard it, which reduces siloes and builds collective memory.

Q: How can public sector organisations use technology to modernise knowledge sharing?

Digital platforms such as central knowledge repositories, wiki spaces, collaboration networks, or integrated knowledge-management systems make information easier to store, search and retrieve. These systems can also support communities of practice, where employees interact and surface tacit knowledge that isn’t otherwise documented.

Q: What practical methods help capture tacit knowledge in a public sector setting?

Alongside structured documents, intentional practices like communities of practice groups focused on shared problems and expertise help uncover tacit insights through conversations and shared experiences. This supports practical learning and better public services.

Q: How does modern knowledge sharing benefit citizens and public service outcomes?

By centralising and streamlining access to accurate, up-to-date information, public agencies can make better policy decisions, reduce errors, and deliver more responsive services to citizens. Improved knowledge sharing also fosters innovation and supports data-driven governance.