How can you build capability while still delivering at pace? This is one of the biggest challenges I see across government today.
The public sector dilemma
On one hand, there’s real pressure to deliver high-quality digital services, often with limited budgets, tight timelines, and evolving priorities. On the other hand, there’s a clear and growing need to build internal capability so organisations can become more self-sufficient over time.
Too often, those two goals are treated separately. Delivery takes priority, and capability building becomes something to “come back to later.”
In my experience, that approach doesn’t work.
If we’re serious about closing the digital skills gap in government, capability building must happen alongside delivery. Not after it.
The reality on the ground
There’s no shortage of talent or commitment in the public sector. I see examples of excellent delivery, innovation, and problem-solving every day.
But there is a long-standing skills gap, particularly in digital and technical roles.
Teams are often made up of people with very different levels of experience. Some are early in their digital careers. Others have transitioned into digital roles from different backgrounds. In many cases, organisations are still reliant on external suppliers to fill key gaps.
Moving beyond the traditional supplier model
At Triad, we don’t believe in delivering a service and then walking away.
We want to leave teams in a better position than when we started.
That means acting as a partner, not just a supplier.
Yes, we bring experience, best practice, and delivery capability. But just as importantly, we try to embed that knowledge into the teams we work with—so they can continue to deliver and improve services long after we’ve gone.
This isn’t about formal training programmes that sit outside delivery. It’s about integrating learning directly into the work itself.
Why leadership commitment is critical
Capability building only works if leadership creates the space for it. If learning is treated as optional, it will always be squeezed out by delivery pressures.
The most successful programmes I’ve been involved in have had strong leadership buy-in from the start. Leaders are deliberate about making time for development. They prioritise it. They create the conditions for it to succeed.
Without that, it’s very difficult to make meaningful progress.
Start by establishing a baseline
There’s no one-size-fits-all approach to capability building.
Every organisation is different. Every team has different strengths, gaps, and priorities.
That’s why we always start by establishing a baseline. We work with teams to understand:
- Where their current capability sits.
- How confident people feel in their roles.
- What development each person needs.
- Where we can have the biggest impact.
This often involves surveys, self-assessments, and conversations with leadership and managers.
It’s important not just for identifying gaps, but for creating a shared understanding of where the team is. And where it needs to get to. Here are four tools that we routinely use to build capability.
- Communities of practice (CoP)
CoPs have played a huge role in my own development. They create a space where people can learn together, share challenges, and ask questions in a safe environment. They also make learning visible and collaborative, rather than something individuals must figure out on their own.
We’ve found they work best when they’re focused. For example, having dedicated communities for product, delivery, technical roles, or user-centred design.
They’re simple, but incredibly effective.
- Mentoring
Mentoring is probably the most powerful tool we have. Pairing experienced practitioners with people who are earlier in their careers can significantly accelerate development. It’s not just about explaining what to do. It’s about sharing practical experience, judgment, and ways of thinking.
For me, mentoring is a bit of a “cheat code.” It helps people build confidence quickly and develop skills directly relevant to their day-to-day work.
The key is making it tailored and mentee-led. It should focus on what individuals need, not a generic programme.
- Learning through delivery
One of the most important principles we work on is that learning should happen on the job.
In many ways, it’s like learning a language. You improve fastest when you’re immersed in it.
That means embedding coaching, support, and development into live projects, rather than separating them out.
We’re very conscious of delivery pressures, so we structure activities carefully. For example:
- Communities of practice are scheduled around existing team time.
- Mentoring happens alongside project work.
- Workshops are aligned to key delivery milestones.
The aim is always to support delivery, not disrupt it.
- Group workshops
Workshops are a good tool for when we have identified areas where many people need up-skilling. Take GDS assessments, for example. These can be challenging, especially for people who haven’t been through them before.
So, we run hands-on workshops that simulate the assessment process, giving teams the opportunity to practice, understand expectations, and build confidence.
It’s practical, scenario-based learning—and it makes a big difference.
It’s not always easy
I won’t pretend this approach is straightforward.
Balancing delivery and capability building is challenging. It does require time and adds pressure, especially when teams are already stretched.
In the short term, it would often be easier to rely entirely on experienced consultants. But that doesn’t create long-term value.
You know it’s working when teams become more confident, more capable, and more self-sufficient. And when colleagues who joined projects with limited experience are now stepping into more senior roles. That’s so rewarding to see.
This approach comes down to a few simple principles
- The goal is to build long-term capability, not short-term fixes.
- Capability building should be client-led and tailored.
- Learning should happen alongside delivery, not separate from it.
- Leadership commitment is essential.
If we get this right, we don’t just deliver better services today. We create the conditions for better delivery in the future. And ultimately, that’s what matters.
If you have a question for David or the Triad team, please get in touch.
