A note on navigating digital transformation* in the charity sector

*We acknowledge the shift away from the use of the term ‘digital transformation’ as it sets an expectation of an endpoint, a goal in itself, rather than a means to an end. We’ve touched on it in our reflections on UKGOVCamp, and will continue blogging about it.

This article includes includes advice for a charity leader about to kickstart a big transformation programme. We know these change programmes present one of the most complex challenges any charity leader faces today. We’ve partnered with charities for 25 years - we've seen how these programmes and initiatives can shape organisations, for better or worse.

Recognising where you are

Your landscape likely feels familiar to many - technology that's grown organically over the years, teams managing 20+ disconnected systems, and increasing pressure to modernise service delivery while keeping costs under control. You might even have a previous transformation experience that didn't deliver everything it promised.

It might be comforting to hire a consultancy to help you ‘fix’ these issues with ‘tried and tested frameworks’. But we’d warn against this - traditional consulting frameworks can look compelling on paper, they can fail to address the nuanced challenges of the charity sector.

Aim big, but start small

The most successful transformations we've seen start with a clear vision but focus on practical, achievable steps. Rather than attempting to transform everything at once, they use pilots to demonstrate value and build momentum.

Take Oxfam's approach. Instead of committing to a massive transformation programme, Oxfam started with a focused two-week pilot to transform their shop volunteer recruitment system. This wasn't just about testing technology - it was about proving a new way of working. By demonstrating the power of agile delivery and open-source technology, they reduced maintenance costs and streamlined their tech stack. Most importantly, this quick success gave their team the confidence to tackle bigger challenges.

Another example is our recent project with Hearing Dogs - we took a complex 12-step volunteer application process and simplified it to just four steps through a focused pilot. The result? An 81% increase in successful applications and, crucially, newfound trust in the organisation's ability to deliver digital change effectively.

Lay the foundations

While pilots drive momentum, you still need solid foundations. Two elements are crucial:

1. Unite your leadership around a clear vision

Start by getting your leadership team aligned around what "good" looks like. Not a 100-page strategy document, but a shared understanding of where you're heading and why. When we worked with RNIB, this shared vision helped them set a new standard for inclusive design in the charity sector.

2. Establish practical technology principles

The GOV.UK Technology Code of Practice is a fantastic guide. This is about creating some guardrails to help teams make consistent decisions. For the charity sector, generally, we’d recommend you:

1. Avoid vendor lock-in - choose technology that can grow and adapt with your organisation, avoid vendor lock-in and ensure you can respond to changing needs.
2. Make sustainable choices - focus on total cost of ownership and choose solutions your team can maintain, balancing carefully when to build custom solutions versus using COTS (Commerical-Off-the-Shelf) platforms.
3. Put your teams in control - digital products should be managed by digital teams, not infrastructure teams, with technology that's simple enough for your people to maintain and evolve.
4. Stay open and flexible - prefer open-source and cloud-first approaches where practical, ensuring your systems can communicate effectively with common charity platforms like your CRM.
5. Create a connected ecosystem - ensure your core platforms (CRM, website, fundraising) work together seamlessly to share data and create consistent experiences across all touchpoints.

The Samaritans exemplified this by choosing to transition to an open-source platform, which not only reduced costs but improved operational efficiency for their 21,000 volunteers.

Choose your pilot wisely

The right pilot can transform sceptics into advocates. Look for opportunities that:

• Can deliver tangible results in 2-4 weeks
• Address a real pain point for staff or service users
• Have clear success metrics
• Involve motivated team members who can become champions for change

Remember, a pilot isn't just about testing technology - it's about proving a new way of working. It should demonstrate how you can:

• Move quickly and show value
• Involve users in the design process
• Make evidence based decisions
• Bring teams together across silos

Build momentum through success

Each successful pilot creates advocates for change within your organisation. These internal champions become invaluable as you tackle bigger challenges. They help:

• Share success stories that resonate with colleagues
• Demonstrate value of the new ways of working
• Build confidence in your approach
• Create a culture of continuous improvement

Make change happen now

In summary, while traditional transformation programmes promise comprehensive change in years to come, your teams and service users need improvements today. You don't need to wait five years to feel the impact of change - you can deliver meaningful improvements this quarter.

The choice is yours: spend the next six months planning a transformation, or start delivering real change in the next six weeks.