Technology Adoption for NGO Management: a Case Study of Atma Foundation

Abstract

Mammoth leaps in technology in recent years have revolutionized industry like never before, leading to what is referred to as the 4th Industrial Revolution, or Industry 4.0. The digital transformation of the world has lent new scope to automation, collaboration and man-machine interfaces. According to Haleem et al. (2023)1, Management 4.0 increases efficiency and reduces human error in management processes, through the use of technological advancements like Artificial Intelligence, Virtual Reality, Internet of Things, Robotics etc. In this background, it is relevant to study how Non-Governmental Organisations are adapting, and how well they are poised to harness the possibilities of management 4.0. In India, new regulations by the Government have brought the onus on Non-Governmental Organisations to streamline their management especially with regard to financial transactions, compliance, monitoring etc. This increases the relevance of digital transformation for NGOs in India, and a study on its possibilities and challenges will help NGOs prepare a sustainable roadmap. This paper uses the single case study method to explore how the technological advancements of industry 4.0 are playing out for Non-Governmental Organisations. According to Gilgun, (1994)2 and Takahashi & Araujo, (2019)3 when it is required to do an intensive study of a phenomenon with the aim of understanding its various aspects and repercussions, a single case study method is a useful tool. The organisation chosen here as the ‘case’ is ATMA Foundation, a non-profit voluntary organisation with 17 years’ history, working on different verticals, and hence having a wide scope for adopting better management systems. The methodology used here consists of interviews, observation and review of organisational documents. A checklist of digital tools commonly used by NGOs was prepared, and it was found that ATMA Foundation already uses or is exploring the use of more than 75% of these. The leadership team also expressed their willingness to adopt new technology. The organisational processes were reviewed and a general framework of management needs was prepared. After consultation with experts in digital technologies, the researcher identified new tools which would greatly enhance the efficiency of the organisation. It was found that the organisation is currently making good use of many tools like MS office, cloud storage, emails, Zoom, Google meet, WhatsApp, Tally Prime, Systools and OneDrive. Some of the new and/or AI powered tools identified as suitable for this organisation include Zoho Creator, Zoho CRM, Zoho Projects, Workday, Big Data, MS Office with copilot, Open AI, Bing and Bard. Challenges identified include initial cost, upskilling of employees, realigning management processes and ethical issues. Solutions to overcome these barriers ranged from software donations and pro-bono consultations to conducting change management sessions for leaders and employees. The study concluded that even small NGOs had huge potential to harness technology for Management 4.0, and the challenges involved could be overcome with foresight and planning.