Technology is reshaping civil society. From AI to data privacy, this column, The Impact Algorithm, offers bold, practical insights on how nonprofits can leverage technology, data, and even AI responsibly and effectively.
Social impact organizations today operate in an ecosystem that demands continual adaptation. While artificial intelligence (AI) may be the tech topic that gets the most attention, the reality is that nonprofits must concern themselves with all technology that underlies their operations, as well as the data they collect, store, and use for decision-making.
In a world where access to services can be determined by automated decision-making systems, where digital breadcrumbs can be picked up by others to monitor movement and associations, and availability to information can affect one’s ability to pursue opportunity, caring about people is caring about their data and the digital tools that can power operations.
Throughout my career, I’ve worked with dozens of nonprofits and social enterprises on technology strategy and development, and the necessary organizational change process to support these activities. Whether a large or small organization, whether a technology-focused organization or one that feels like it barely uses the technology required in 2025, one thing is consistent: Nonprofits that successfully harness the power of data and technology recognize it isn’t just an information technology (IT) concern. It’s a strategic, organization-wide transformation that requires intentional guidance to connect digital tools with mission objectives, and, when done well, can empower both staff and community.
The Challenges of Change
Implementing new technologies without disrupting vital missions can seem like an impossible task. But it doesn’t have to be that way. By practicing structured change management, a framework for a process of guiding organizational change to a successful resolution, organizations—including nonprofits—can turn an organization’s technological “wish list” into a sustainable reality.
And while the process of change management itself can be viewed as a luxury organizations cannot afford, the opposite is true: Strategic technology adoption is vital to how nonprofits deliver impact, and managing its adoption carefully and with intention is no less vital. For resource-constrained organizations especially, thoughtful change management isn’t optional: It is an essential foundation that determines whether technology investments will strengthen or strain their capacity to serve.
Despite this reality, many organizations struggle with technology transitions. (This challenge is not unique to nonprofits. In fact, a 2020 study by McKinsey and Oxford University found that 17 percent of large IT projects fail to the point of threatening the existence of the company implementing the project.)
In my experience, one of the main pain points for organizations making technology transitions is a tendency to view them as IT problems, rather than as the strategic, holistic initiatives they are.
Additionally, some organizations see tech as a series of one-off, single-project activities, instead of recognizing how new technology impacts the broader organization—the way people communicate, find and use information, and deliver services.
Six Steps to Managing Technology Change
All said, social impact organizations can manage change well by following a defined process. The following six steps can serve as a guide for organizations:
- Define a clear, real need for change. Projects should be undertaken if and only if there is a clear need for change. Clearly articulate the reason and communicate it to the organization. If it is difficult to identify the clear need, reconsider the project.
- Form a diverse change management team. An organization is filled with different people—senior leaders, staff with short tenure, multiple functions and areas of expertise. Having a change management team that reflects the full organization will help anticipate and mitigate challenges. It provides opportunities to develop staff and deploy various team members to speak with different staff groups as needed.
- Collaboratively create a strategic plan. Strategy should be a team sport. Although the project or team lead can own the plan, organizations should have a process by which members of the change management team and/or staff provide input on goals and objectives.
- Build on short-term wins—but be honest about the reality. Demonstrating tangible progress over time can garner support for the project. Intentionally misleading staff about negative aspects of the technology change will destroy trust and make it more difficult to gain buy-in—for the current project and future projects.
- Use bureaucracy for good. All organizations have some amount of bureaucracy—defined processes for managing complex tasks and decision-making. Although innovating outside of the bureaucracy is helpful, for change to be sustainable the organization—not specific individuals—must be able to manage the outcome.
- Communicate, communicate, communicate. This step is done throughout the change management process. Intentional communication about project status and buy-in metrics should be done throughout.
This perspective shifts change management from a burden to a participatory process that honors community wisdom and expertise. Implementing a robust process with well-defined goals, milestones, and with collaborative input not only makes for a more successful technological shift but also centers that change in the heart of the organization—its people.
As Amy Sample Ward and I wrote in The Tech That Comes Next: How Changemakers, Philanthropists, and Technologists Can Build an Equitable World, the “most influential decision we make is to define what we value.” As you manage projects, choose to value technology that works, and in ways that center the humanity, dignity, and agency of all people involved in or affected by these systems.
Again, technology is more than an “IT issue.” It is integral to responsibly delivering services amid constantly changing rules, limited and shrinking budgets, and expanding populations that need services.
Organizations that develop this culture use technology as a collaborative tool for expanding mission impact. Staff can better collect, analyze, and remove when appropriate, operational data. Platforms can be established for staff and community members to better interact.
