Understanding the Charity Sector’s Digital Landscape
Many charity organisations are adopting digital technologies to enhance their operations and services, which are enabling some to access the benefits of more efficient ways of working and serving their communities. However, a considerable number of charities still lack a clear digital strategy, which hinders their ability to fully leverage digital tools and platforms. Additionally, the digital divide remains a substantial challenge as some organisations struggle to access the necessary technology and expertise.
Digital Transformation Strategies
Achieving a successful digital transformation necessitates a shift in culture, processes, and strategies within any organisation, and this is also true for charities. Charity leaders must prioritise digital transformation by developing a clear digital strategy that aligns with their organisation’s mission and goals. Furthermore, collaboration and partnership with other organisations and stakeholders are crucial for accessing the necessary expertise, resources, and funding.
Leveraging Digital Technologies
Digital tools and platforms can help charities streamline their processes, improve fundraising efforts, and enhance digital engagement with supporters and beneficiaries. Examples of digital tools and platforms used in the charity sector include social media, online donation platforms, and customer relationship management (CRM) systems. Charity organisations must carefully select and implement digital tools and platforms that align with their specific needs and goals.
With this in mind, we asked Dominic Winsor, Product Director at non-profit start-up SoGood Partners, for his insight on how charities can best take advantage of digital technologies.
What are some emerging trends and opportunities in digital transformation for the charity sector?
Emerging trends in digital transformation for the charity sector include the use of blockchain, virtual reality (VR) and Augmented Reality (AR) technologies, and of course the media is full of stories about artificial intelligence (AI) at the moment. It can be difficult to know which of these to pay attention to, and which are a distraction. Charities must stay ahead of the curve and be prepared to adapt to these new technologies and trends where there is a genuine need for them. Digital transformation will continue to play a critical role in shaping the charity sector, enabling organisations to improve their services, reach new audiences, and increase their impact.
You have over 25 years of experience in strategic planning and delivery of digital experiences. What is your approach to this work, and how are you adapting it (or not) to work with the charity sector?
For me, it all starts with people. It’s all about helping them do more, whether that’s working more efficiently, staying connected with friends and family, or just enjoying the little moments that delight when engaging with a product or service.
My way of doing things works pretty much anywhere, whether it’s a small charity or a big company. I like to see the big picture, understand the strategy, and figure out what really matters. Then, I break it down so everyone gets it.
I also love diving into the details. I’m right there in the thick of things, discovering, defining, and delivering. Listening to the people who actually use our stuff is super important to me — real-world feedback is gold. My background in UX and service design helps me understand where the pain points are and spot opportunities in a way that is framed in the strategic direction. It’s all about figuring out where we want to go, who we want to be and how digital can support those outcomes.
And then there’s the team. I look for people who are excited about the outcomes and who are inspired to take action. I try to create an environment where we can play around with ideas, experiment, and then bring those ideas into a structured process. It’s this playful yet organised approach that helps us develop and deliver great products.
In the end, it’s all about enabling people to do more because our digital products are seamless, low-friction and even fun to use.
Could you tell me how SoGood’s digital products and services will transform individual charities and the sector overall?
I think I speak for my peers at SoGood when I say we all have a knack for helping organisations transform—to do more, grow faster, become more sustainable, delight their customers (and shareholders), and so on. Even though some charities might already be good at digital transformation, I believe most would love a suite of tools that helps them get the most out of what they have, and what they manage.
We’ve got some great relationships with charities that are teaming up with us as we develop these tools. They’re giving us real-world data and feedback, which we’re using to make the products even better. Ultimately, these are tools that help charities help more people. They offer better visibility of resources and how they’re allocated, and they improve collaboration and communication—all built on solid data foundations.
It’s exciting to see how these tools can make a difference, and we’re lucky to have partners who are as passionate about making an impact as we are.
You mentioned that ‘operational feasibility’ is particularly important to you. How will you ensure that SoGood’s products and services are not just novel but sustainable and practical for a charity to implement?
This speaks to my favourite themes in successful transformation – Good digital products are a response to a well-defined set of needs or an opportunity, which is the right fit for the intended organisation, delivered at the right time.
Sustainability and practicality are central to our product strategy. We do this by really listening and by placing people at the heart of our approach. Over the years of delivering transformation, I’ve learned that big, well-intentioned initiatives that pop up every few years aren’t the key to long-term success.
Instead we’re offering thoughtfully designed products that respond to genuine, quantifiable needs, informed by real-world input. And I’m not just talking about handing them over in a shiny box. These products are designed to work within an organisation, fit in seamlessly, and push their operational design forward with new ways of working that stay true to their values.
It’s all about creating digital products that make a lasting difference.
Who do you identify as the users in digital design for the charity sector? Is this different from your private work? Customers become donors; employees are often volunteers – how do these shifts change your design work?
It’s a working assumption that we have broad user groups of recipients, donors, trustees, and staff. Many of those may be volunteers who have limited time available to help their organisation.
However, I approach each project with fresh eyes, ready to learn about what makes it unique. I’m sure there are parallels between the sectors, but I think it is dangerous to assume we know anything. I love to learn about the subtleties—the challenges and workarounds that aren’t always documented or evident from the start but which significantly impact the outcomes.
I am particularly interested in the intersectionality of design for human experience with cultural identity, neurodiversity and gender – I can do my best to represent the set of needs and contexts for the whole product, but it is the direct involvement of those whose lived experience whose voices matter most.
You’re bringing an “evidence-based and outcome-focused methodology” to the charity sector. In SoGood’s first year, how have you gathered evidence and do you have any examples of outcomes achieved?
For Product, the first year of SoGood Partners was about establishing our direction and refining the hypotheses, then building relationships with charities to gather insight in partnership with them. They’re aware that these are technology pilots, where we are able to gather data around their utility, suitability etc. We’re mid-cycle with these, but we’ve already been able to prioritise features in these products that will make the biggest difference, as well as refine how we talk about what we do.
Are there any emerging digital trends that you think will or could affect the third sector, both positively and negatively? How is SoGood preparing for these?
There’s a lot of conversation about AI at the moment, much of which is noisy and lacking substance—although we’ve had some useful applications around Machine Learning (ML) for a while, for example.
I am actively following the global conversation around how LLMs and generative AI can be used (or not). One area that seems promising is reducing burdensome admin. For example, I recently attended a talk about a product that accelerates the process of a General Practitioner screening their patient against a long list of potential clinical trials. This is shortlisting against criteria to allow a qualified human to decide more effectively. It’s likely there are parallels to the charity sector in reporting, grants, or anything with eligibility criteria.
I think AI may be useful for augmenting our decision-making, but how we design and realise the service and interfaces and how biases are handled are crucial to their success.
What advice do you have for charities considering digital transformation? How could charity directors self-identify as needing this service?
I wonder if many people wake up and think about digital transformation in the sector—or more broadly, for that matter. It is a lofty term that might not be all that relatable. SoGood Partners is offering a set of tools (mostly free of charge) to help charities do more and be more efficient with time, resources, and information, but we’re not going in as a consultancy with a transformation remit.
Our tools are a response to people who think, “I wish there was a better way to do things.” If you find yourself asking questions about how to help more people with what you have, how to prove what we do with credibility, or how to improve communication and collaboration amongst your team, for example, then these are reasonable prompts for the need.
What role do CEOs and senior leaders play in driving digital transformation within charities?
CEOs and senior leaders are pivotal in steering digital transformation efforts within charities. They are responsible for developing and executing a clear digital strategy that aligns with the organisation’s mission and goals. This involves prioritising digital transformation initiatives, investing in the necessary digital skills and training for their teams, and fostering a culture of innovation and experimentation. Effective governance and leadership are crucial to ensure that these digital efforts are not only implemented but are also sustainable and impactful in achieving the charity’s objectives.
Can you provide some examples of successful digital transformation in the charity sector and explain how they can be beneficial?
Absolutely. There are several inspiring examples of successful digital transformation in the charity sector. For instance, many charities have leveraged digital platforms for fundraising, such as online donation systems and social media campaigns. These platforms have significantly increased their reach and fundraising capabilities. Case studies, like those from the Charity Digital Skills Report, offer valuable insights and lessons learned for other charities undergoing digital transformation.
Real-world examples help charities understand both the potential benefits and challenges of digital transformation, providing a roadmap for how to navigate their own digital journeys. I am looking at these reports for stories of how people, their ways of working, and technology combine to make a lasting impact. I do this because there is a huge gap between adopting a new digital tool versus that holistic approach which places people at the centre of that change.
What are some common challenges charities face during digital transformation, and how can they overcome them?
There are many challenges to consider around digital transformation, such as limited resources, a lack of digital skills, and resistance to change. It is one of the main reasons why I emphasise placing people at the heart of the process.
On a practical level, charities can invest in digital skills and training to equip their teams with the necessary expertise. Additionally, partnering with other organisations which can provide access to resources and knowledge that might not be available internally is a good route—and to really leverage this I recommend nurturing a collaborative environment where that extra knowledge and internal context are mutually respected.
Prioritising digital transformation initiatives ensures that efforts are focused and effective. Importantly, charities must embrace a mindset of collaboration and experimentation, be willing to take risks and learn from failures to successfully navigate the digital transformation journey.
How important is effective data management and impact measurement for charities, and what steps should they take to implement these practices?
Good data is the foundation for all of this, and we need to be able to tell credible stories about where we have come from, what has changed, and how much things have improved as a result of that change. Therefore, good data management and impact measurement are crucial for charities to understand the effectiveness of their digital initiatives and make informed, data-driven decisions.
Charities need to develop a culture where their people understand and prioritise good practices around data collection, management and its interpretation, together with appropriate tools to enable this. It is this environment where data is shared and questioned, and which is integral to the decision-making processes that ensures we move away from intuition to solid, evidence-based decisions. Let’s put this in practical terms: you may want to better understand the effectiveness of your donor campaigns. Using digital solutions for CRM, data analytics, and online surveys can help you to collect, manage and analyse that data efficiently, and to extract behavioural insights and actionable changes that can help you to maximise their effectiveness.
Another aspect of that cultural change around data is to help people move beyond simple measures (clicks, views etc.) into outcomes that are aligned with your mission and values. It’s about telling credible stories about beneficiary outcomes, funds raised and programme efficiency in a way that builds trust and long-term sustainability with your stakeholders and community. Regularly monitoring and evaluating data allows charities to refine their digital strategies and improve their overall performance, helping to identify areas for improvement and celebrate successes.
In conclusion, what steps should charities take to advance their digital transformation efforts?
Digital transformation is an important part of a charity’s overall strategy, enabling them to improve their services, reach new audiences, and increase their impact. Charities must prioritise this by investing in digital skills and training and developing a clear digital strategy that aligns with their mission and goals. By taking action on digital transformation, charities can stay ahead of the curve, improve their performance, and make a greater difference in the lives of their beneficiaries.
