Navigating a constrained space: i-Saksham’s tech journey

Addressing IT challenges can be likened to the pursuit of nourishing the body with wholesome sustenance. It necessitates a thoughtful consideration of requirements, blending a nutritious assortment of pertinent elements, and crafting a delectable concoction palatable to the intended audience. Moreover, this process continually evolves in parallel with the growth of the individual concerned.

In a similar vein, guided by organizational requisites, it becomes imperative to devise a fitting blend of IT solutions, ensuring their acceptance by the team, while nurturing aspirations for the platforms to evolve harmoniously in step with changing needs.

The choices made during an organization’s IT journey wield substantial influence over its systems, procedures, culture, outcomes, and overall impact. Therefore, organizational leadership must commit significant resources to transform the IT architecture into a force multiplier for the entire enterprise.

In the eight-years journey of i-Saksham Education and Learning Foundation (i-Saksham), we have experienced multiple IT solutions. I will be sharing the journey and the lessons thereof, in this article, with the hope that it helps other organizations using IT to force multiply the impact.

i-Saksham’s journey

As an idea, i-Saksham started during our Prime Minister’s Rural Development Fellowship (PMRDF) days in 2013. In the fellowship, we were experimenting with the use of low-cost tablets to improve learning outcomes in children. We had won an innovation challenge by National Skill Development corporation to skill youth in basic tutorship and digital literacy. i-Saksham was formally incorporated as a not-for-profit in March 2015.

At the outset, we were clear about not making expenses on IT solutions till we were clear about the final shape of the solutions we want and have explored free and open-source solutions available in the ecosystem. The clarity was rather forced by constraints. We had very limited funds outside of the project funds. Those days, very few organizations would fund you for technology. Further, as an organization, we were evolving by the day. We knew that as an organization, we would keep learning and modifying our model and our IT systems would have to keep supporting this evolution.

Phase I – 2015-2016; single data source: In this initial phase, we focused on training youth in the villages of Jamui and Munger districts in Bihar. Our program spanned three months and centered on basic pedagogy and digital literacy. The objective was to empower these individuals to improve children’s learning outcomes while enhancing their own educational and career prospects. The activities encompassed candidate mobilization and training. Data collection was centralized. We constructed a user interface based on Microsoft Access, linked to MS Access database.

Phase 2 – 2017-2019; building on no-cost resources: The previous model failed to yield pivoted and introduced a two-year fellowship model that demanded substantial investment in the development of youth and the facilitation of improved learning outcomes for children. The IT team was tasked with creating a transparent, real-time data flow system to foster data-driven decision-making among stakeholders.

Thanks to Google, we acquired a subscription to Google Workspace for free. We integrated this into our ecosystem. Each fellow had a dedicated Google sheet for managing data related to children. A range of Google Forms were deployed to feed data into Google Sheets. The data was visualized through a Google Data Studio Dashboard. We extended our reporting beyond high-level dashboard. We started generating reports that provided valuable insights to the on-the ground team in their day-to-day activities.

Monthly reporting was facilitated by a VBA (Visual Basic for Application) Macro. It consolidated data and delivered relevant analyses to the team. Given our team’s size, which remained below 20, auxiliary software tools were not a primary concern. Except for core data management, most other functions
were managed through spreadsheets.

Phase 3 – 2020-present; expansion and consolidation while staying low-cost: Our organization expanded from 17 fellows in 2017 to 100 fellows. We began to feel constraints within the existing setup. We had long envisaged the development of a centralized Management Information System (MIS). However, the associated costs had hindered our progress. Many cloud-based solutions were cost-prohibitive on a per-user basis. This was a scenario we aimed to avoid. Fortunately, the Force for Good initiative by JP Morgan Chase emerged as a blessing. It afforded us the support of a diverse team with expertise in building IT solutions for nonprofits.

This initiative covered problem analysis, solution scoping, platform research, development, testing and handover. It mirrored the processes typical of a client engagement. We seized this opportunity to construct the long-awaited MIS for i-Saksham. Through three cycles of engagement with the Force For Good project, we established a web-based MIS with a monthly cost of INR 2,500, for the Vitual Prive Server space cost on Godaddy.

Support from Tata Pro Engage, an initiative by the Tata Group, also proved invaluable. It Provided access to professional volunteers for designated projects. Details about some of these IT volunteering programs and other resources are outlined in Table 2.

We subsequently employed IT platforms to enhance various aspects of our operations. These include selection of Edu-leaders, HR processes, accounting procedures, project management, team engagement, support fund management, inventory management, and more. Selecting suitable platforms presented a formidable challenge, given the abundance of options. Our aim was to minimize the number of apps that our team members needed to navigate, leading us to select Bitrix24. It is a cloud-based platform that encompasses CRM, project management, workflow management, team intranet, and more in a single package. Initially, our subscription did not impose any user limits.

However, it took time to realize that Bitrix24 required a more tech-savvy audience. Initially, our intention was to develop everything within Bitrix workflows. However, we eventually recognized that, for standardized problems, off-the-shelf solutions were more time efficient. As a guiding principle, we would first test any process change within smaller groups. We would subsequently expand it to larger groups over a period of six months. This ensured that a refined understanding of the process preceded the development of an IT solution. Until that point, these functions remained rooted in Spreadsheets and Google Forms.

What we could have done better

Reflecting on the journey so far, we could have avoided certain mistakes. We share some examples here. Fitting context to the solution: In the early days, we got an app for free. The app was being used to track candidates attending skilling programs sponsored by the government. We had to adjust a lot of variables to suit the app structure. However, making a small change and analysing the data out of the app was too complex. After some months of struggling to cope up, we gave up.

Too much too early: Bitrix24 is a useful one-in-all platform covering majority of the organizational functions and workflows for those which need customization. However, more than 70% of our team members were early users of smartphones. They are having difficulty in picking up all the features offered by Bitrix24. Eventually, we had to make do with using only those features which the majority of team members could easily pick.

Delaying outsourcing of the solution building process: In the early stages, I took it upon myself to build solutions in-house. Even with the MIS built by JP Morgan’s team, we relied on looking for the next cycle to do the next phase of the development. Outsourcing it earlier may have helped the team to avoid using multiple platforms. But it was a cost vs efficiency call, and we chose cost, to be realistic.

Thus, overall, timing, content and fitment, all are important while choosing the IT solution.

What lies ahead

The delivery model for i-Saksham’s impact continues to evolve based on our experiential insights. Over the past two to three years, we have identified program elements that will facilitate the expansion of i-Saksham’s impact. As our organization grows, IT plays a pivotal role in supporting our team’s learning, growth and more effective delivery. We are also exploring avenues to enhance our solutions, particularly leveraging Generative AI to promote the cause of i-Saksham more efficiently and effectively.

So next 1-2 years would be spent in consolidating what we already have, to make it more relevant for the team. We will also undertake research and experiments with Generative AI and other similar avenues to help scale and intensify the impact. Thankfully, we have got funding support specifically for building IT solutions to scale.

What we have learned from our journey

The IT journey of any organization is an ongoing, ever-evolving process. Allow me to share some of the valuable lessons we have garnered throughout our voyage, with the understanding that these insights are context-specific, influenced by the nature of our organization, its stage of development, size, and available resources.

Build the menu, not the dish: When formulating your IT strategy, it is essential to align it with your organization’s current priorities, rather than attempting to force-fit solutions to meet your needs. Start with a blank canvas and thoroughly understand your organization’s requirements, identifying areas where IT can truly make a difference. Equally crucial is recognizing where you can afford to offer no immediate solution at your current stage. Clarity on what aspects you can be merely adequate at, and where you must excel, will help set accurate expectations. Ensure that end-users of the proposed solutions have a voice in these discussions, fostering alignment and acceptance among stakeholders while ensuring timely access to necessary resources.

Ready-to-eat vs. fine wine: In the realm of social impact, driven by the ever-shifting landscape of societal needs, achieving absolute clarity regarding your IT solution is often an unattainable goal. To navigate this dynamic environment, you must segregate your needs into two categories: core and experimental. Core needs demand a carefully
tailored solution, while experimental needs are areas where you can afford to experiment and fail quickly. Employ a lean, dedicated team for experimental initiatives and expedite their deployment before your attention shifts elsewhere. Learning from these experiments will guide you in determining the nature and necessity of a more robust solution.

World is back to millets – maintain belief in cost-effective solutions: It is essential to maintain unwavering faith in your capacity to build no-cost, low-cost, or manageable-cost IT solutions for your organization. Throughout your journey, you may face temptations to settle for whatever solution comes your way rather than holding out for what’s truly needed. This steadfast belief will sustain your patience during such trying times.

Seek assistance from the ecosystem, but be the head cook yourself: We made the mistake of delaying the implementation of an MIS due to a lack of committed funds, causing unnecessary challenges for our team. The IT landscape is rich with beneficial initiatives and support. Continuously search, reach out and seek assistance. Focus on what you excel at and outsource what others specialize in.

Cultivate absorption capacity: Developing an IT solution for your team is vital. However, fostering your team’s proficiency in utilizing that solution is equally crucial. Your team members will have varying levels of technological expertise. Investing in their growth and comfort is the path forward. The IT leader should dedicate 20%-40% of their time to these activities. These must include regular capacity-building sessions and feedback mechanisms to ensure optimal adoption and usage. Furthermore, to stay updated with the latest advancements, continue learning from various sources, people and networks

In conclusion

Our journey has taught us that the path to effective IT solutions is a dynamic and ever-changing one. By adapting to the unique context of your organization, staying nimble, and maintaining a strong belief in your ability to find cost-effective solutions, you can harness the power of IT to amplify your organization’s impact. Seek support when needed, and invest in both your IT infrastructure and the skills of your team to ensure a successful IT journey.