Digital leaders are better armed to evaluate how much headway the charities have made with the digital help. Last year 300 digital leads were asked to rate their establishments. The basic idea was to know how the charities are getting equipped digitally for better functioning. Also, to understand how well different teams are digitally functioning to achieve and what teams are not so keen on functioning with the digital help.

 

A report on a research published in Business Transformation and the Role of Heads of Digital affirms that only few charities are progressing well that have digital support. Here are four points, derived with extensive research and by observing the prevailing practices of the leading charities, highlighted for dynamic and future-looking charities.

 

 

  • Digital change not projected

 

The finance, operations, and HR are still to absorb that digitalization of the charities is for the comprehensive transformation and half-hearted approach won’t work. Consequently, the charities heads are not being able to project the broader view of their missions. Their limitation there reflects an image of incompetency of digital department to perform their strategic role to showcase organisation’s progression.

 

  1. Talk business not technology

The heads of digitals who want to give a technological edge to their organisations should focus more on business development, people, and the process. The digital heads should not talk about the digitalization at all, they should only stick with the charities’ concept.

 

  1. Partnering HR signals transformation in right direction

In the successful digitally transformed charities, digital heads believe in factors like, ’Inter-team collaboration’ and ‘Digital change supportive culture’. But they pay less attention on updated digital strategies. This theory is supported by many other business leaders, who submit that digital can bring about the changes in affiliation with HR.

 

  1. Digital role more of a catalyst

Number of digital leads believe they are responsible for digital change, as they have faith in management’s directions that these should trickle down from the top. Probably they are more concerned about the delivery than the content.

The digital leads should aim the future that calls for decentralizing their daily digital responsibilities to the other wings of the group. But there of course, all depends on the talent available in the organisation. Here again, the earlier highlighted need for better association with HT, finance, and other members will come in force.

 

The conclusive observation is that there are still big hurdles ahead for the digital leads who are dedicated to bring the changes in digital business. It will be a tough task to get the organisation to look afresh towards incorporating the digital technology for right development. For most digital heads this will be a challenge in the coming years to enhance digital skills. The optimization of better website building tools to reach all and making online payment simple will be a daunting yet an achievable task.