Top tips for bridging digital gaps for charities

Understanding the cost of maintaining old equipment compared to investing in new equipment which, in time, can reduce overall spending is one area that many charities struggle with.

Reducing spending requires having an accurate picture of where money is being spent inefficiently. Obsolete equipment and software often require more maintenance, are more likely to fail and are often more expensive to find resolve due to the requirement of specialist knowledge.

Charities can reduce operational costs by replacing or upgrading outdated technology. This approach will also help to reduce downtime and maintenance expenses

A good business case that demonstrates the benefits of investment can show how these will outweigh the costs and feed into the overarching strategy. A strong business case will be based on a cost-benefit analysis – with anticipated benefits and potential risks clearly stated.

This is where the argument for investing in new technologies, software and training can be solidified through the illustration of savings over time.

As the guardians of the business’ vision, the senior leadership team are best placed to understand how technologies drive efficiencies and help to achieve goals such as securing stakeholder buy-in and funding.

One of the common mistakes outlined by transformation experts has been when decision makers lose sight of the contractual terms for subscriptions and services which have been agreed. This may be due to having many plates spinning at once or even having inherited the contracts after taking on a new position and not wanting to make too many waves in a new role.

By being diligent in having a holistic view of all supplier contracts, charities will have a stronger grip on their outgoing costs. Much like in our personal lives, organisations may opt to remain with their current suppliers. This may be due to ease and understanding of the unique quirks in service that they may experience.

Assessing contracts, both by understanding what is available in current agreements and what the business’ needs are, should be a proactive task. It should be revisited at least 18 months prior to the renewal date of any contract.

Openly sharing goals, benefits and the potential positive impact of any digital transformation programme is vital. It will encourage staff buy-in and internal ambassadorship. Through implementing transparent communication techniques, employees will be able to fully understand reasons behind any changes being made. This also helps to build trust and reduce the element of ‘fear of the unknown’.

Often, our “blended team” approach (embedding our change experts into the established teams of our clients) has helped to alleviate concerns through regular updates and inclusive discussions. This means that teams often feel a sense of ownership and collaboration at every step of the transformation process.

One of the main reasons for opposition to digital transformation projects flagged by our change experts is the fear that employees may lose their position within organisations, due to lack of knowledge of newer digital processes.

This lack of up-to-date knowledge is also what leads to many organisations to stick with out-dated and obsolete equipment (as explored in the first point). However, addressing skills gaps through targeted training can help to strengthen already existing resources.

It will also reduce the reliance required on costly external support services. Working with educational institutions or industry experts (who may offer their time pro-bono for a good cause) can lead to specifically tailored courses for staff members.

Charities are an essential part of the UK economy. This makes maintaining their relevance through digital transformation programmes is an absolute necessity. Through kickstarting change programmes, engaging with transformation experts and investing in both equipment and staff members, charities will be able to generate further funding, save on overall costs and retain their relevancy for years to come.