{"id":21275,"date":"2017-12-18T15:40:26","date_gmt":"2017-12-18T15:40:26","guid":{"rendered":"https:\/\/digileaders.com\/?p=21275"},"modified":"2019-01-17T09:46:52","modified_gmt":"2019-01-17T09:46:52","slug":"tech-good-driving-social-digital-revolution","status":"publish","type":"post","link":"https:\/\/digileaders.com\/tech-good-driving-social-digital-revolution\/","title":{"rendered":"Tech for Good: driving the social-digital revolution"},"content":{"rendered":"

Digital technology has powered some of the most significant changes over the past few decades\u200a\u2014\u200athe huge shift in how we make and consume media; how we find and share information; the growth of global businesses, sectors and economies.<\/strong><\/p>\n

Dan Sutch<\/strong><\/a>, Director of CAST: Centre for the Acceleration of Social Technology outlines how funders can support organisations to harness technology for social good.<\/strong><\/p>\n

A version of this article first appeared in\u00a0<\/em>Trusts and Foundation News<\/em><\/a>\u00a0in April 2017<\/em><\/p>\n

There can be no doubt about the impact digital technologies have had on so many parts of our lives. Not least because over three-quarters of adults in the UK carry a supercomputer in their pockets, which connects them to information, resources and people across the globe.<\/p>\n

The pace of change seems so rapid. Just think about how quickly Uber, Facebook, Amazon or Twitter have become so dominant in their sectors and industries. Consider the scale of that change too: online commerce hasn\u2019t just seen the rise of new platforms and market leaders, but has changed the brands we recognise; the prices we expect to pay; the way in which we buy and sell things; even the look of the physical high street has changed due to digital.<\/p>\n

So how might we as trusts and foundations help to support and enable such profound change in the work of the organisations that we support? How can we harness the potential of digital technology in a way that a decade from now, will have seen similar scale progress and change?<\/p>\n

Creating a culture of reuse<\/strong><\/p>\n

Throughout its history, digital innovation has often come about when many people and teams work on similar problems and solutions, building on each other\u2019s work\u200a\u2014\u200anot just learning from each other but actually using each others\u2019 products to speed up their own innovation. This indicates that to see similar advances within Tech for Good, we need to encourage sharing, collaboration, and particularly reuse.<\/p>\n

It\u2019s easy to want to provide funding for new ideas that have huge potential, and to provide support for those gaps in existing provision. In response, charities are experts in describing their work in ways that identify the novelty, often within a context of non-existent competition. This isn\u2019t disingenuous, charities do operate in these spaces and clearly require support to continue to do so.<\/p>\n

Yet for 99% of the digital ideas in our sector, someone, somewhere has already tried the digital bit of it. And that\u2019s important. It means they\u2019ve taken some of the cost of exploration, and done some of the work to create a digital thing that we can reuse to test whether our ideas might work.<\/p>\n

The digital revolution has been powered by the ability to build on, and reuse, other people\u2019s ideas\u200a\u2014\u200aand if we\u2019re to foster similar success, then we need to positively encourage proposals that build on other people\u2019s ideas and code. As well as asking \u2018how is this approach unique?\u2019, ask \u2018what digital tools already exist that allow you to test out your ideas, to gain confidence that it\u2019s wanted and needed?\u2019<\/p>\n

Testing to become confident<\/strong><\/p>\n

One of the most profound benefits of harnessing digital\u200a\u2014\u200aperhaps even more than the scale, ubiquity or new business models, is that we can very quickly\/cheaply create things for people to use. This means we can take ideas and turn them into something (prototypes) for people to click\/swipe\/use, which allows us to test how our ideas align with people\u2019s actual behaviour. Ensuring we create digital tools that will be used (by linking to people\u2019s existing behaviour) is core to successful digital development.<\/p>\n

We can then build on those tests, becoming more and more confident that we\u2019re heading in the right direction\u200a\u2014\u200aeither because we have the evidence that we\u2019re developing the right product\/service, or because we can shift our intervention based on that new data. This is often referred to as the \u2018build\u2013measure\u2013learn\u2019 cycle, and it\u2019s central to ensuring digital approaches are appropriately targeted and built.<\/p>\n

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Iterating through this cycle helps to de-risk innovation<\/figcaption><\/figure>\n

To support this type of approach means funding in a way that requires ongoing testing and iteration\u200a\u2014\u200asupporting grantees to follow their feedback even if it moves them away from the initial idea presented in a grant application. We can learn here from excellent Tech for Good funders like\u00a0Nominet Trust<\/a>\u00a0and\u00a0Ufi Charitable Trust<\/a>\u00a0who have established methods for funding in this way.<\/p>\n

Addressing challenges not suggesting solutions<\/strong><\/p>\n

There\u2019s a really significant difference in the sorts of financing that have powered the digital revolution, and the dominant financing model within our sector. For-profit investment occurs when an opportunity is identified (a \u2018market gap\u2019) and a team supported to fill it with their new digital offering. The investment backs the team to find the solution to that gap, refining the proposition until \u2018product-market fit\u2019 is found and the users, team and investors are all rewarded. In our sector we\u2019re very good at funding solutions, rather than providing funding to support\u00a0finding<\/em>\u00a0the right solution.<\/p>\n

Really effective funding for Tech for Good supports charities to address a challenge\u200a\u2014\u200ausing established methods (like the agile method that uses the \u2018build measure learn\u2019 cycle) to find the right solution. There isn\u2019t necessarily a change in cost or timescale, but by taking these approaches we can reduce the risk of digital development and ensure the solution is fit for purpose, in turn giving much more certainty that a grant will be effective.<\/p>\n

Team<\/strong><\/p>\n

The solution will change based on feedback from the audience\/user group, but it\u2019s the team that is trusted to continue to drive and ensure the approach works. A digital product designer; a developer or two, and an entrepreneur are often seen as the three key roles\u200a\u2014\u200athough it\u2019s rare that established charities will have all this expertise. In which case, the team must include partnerships\u200a\u2014\u200aand being confident that these partnerships can persist is an important part of assessing a proposal.<\/p>\n

Our\u00a0Fuse<\/a>\u00a0accelerator builds these product teams around an established charity. While the approach means we can launch a new digital service within three months, our longer-term ambition is that the charities will start to develop these \u2018product roles\u2019 through the support that we provide. They\u2019re crucial to developing great digital products, and the more talented people we can bring into the sector, the quicker we\u2019ll realise the potential of digital in our collective work.<\/p>\n

Costs<\/strong><\/p>\n

Tech builds are often perceived as necessarily large and only understood by those who can control the dark magic of computer code\u200a\u2014\u200athough this isn\u2019t the case. For funders new to supporting tech projects there can be a concern about judging whether costs in a proposal are appropriate. The best response is to ask someone more experienced\u200a\u2014\u200aother funders who support this sort of work, us, or digital experts in your own network. Beyond asking a friend, we can also follow the example of funders working in partnership to share their learning and decision-making, like the partnership between Paul Hamlyn Foundation and Comic Relief on their\u00a0Tech for Good fund<\/a>.<\/p>\n

Leadership<\/strong><\/p>\n

Supporting senior leaders to understand the implications and possibilities of digital is vital if the challenges presented by digital are to be addressed and the potential realised. Our\u00a0Digital Fellowship<\/a>\u00a0supports such development, but beyond new activities like that, proactive digital funders like Nominet Charitable Trust and Comic Relief add in \u2018funder plus\u2019 support linking to mentors and experts who can support leaders and teams responding to digital.<\/p>\n

Making a start<\/strong><\/p>\n

These steps will help harness the potential of digital. They may seem too big: How can we create a\u00a0culture of reuse<\/em>? How can we shift to a more agile funding approach? Others are easier: How can we invest in digital leadership? To find a way of starting, we should use these methods ourselves.<\/p>\n

The \u2018build\u2013measure\u2013learn\u2019 cycle isn\u2019t just for developing great digital products. It\u2019s a process that will help us create the best support to empower charities. So, try something small, learn from it, and improve until together we have accelerated the impact of technology for social good.<\/p>\n

\n

This article was originally published here<\/a> and was reposted with permission.<\/p>\n","protected":false},"excerpt":{"rendered":"

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