| Published: 24 March, 2025

Winners of the second edition of Code4Change, Teams Harmony and Level Up, talk about tackling real-world challenges with data-driven solutions

The second ISDM CDSSI Code4Change event, held on 17th February 2025 at Bangalore International Centre, crowned two winners!

Six shortlisted solutions were judged by a panel of experts from the social sector and technology space. The jury included Chirag Singla (Founder and CTO, FIGR), Uthara Narayanan (Co-Founder, Buzz Women), Arati Krishnan (Head, Sattva IPN), Raman Kumar (Research Associate, ICTD Lab, IIT Delhi), Prashant Mehra (Co-Founder, Platform Commons) and Ravali Pidaparthi (Co-Founder and CEO, Esther Foundation).

For this edition of the social sector hackathon, CDSSI partnered with Common Ground - Living Landscapes, The CoRE Stack, Platform Commons, and Esther Foundation to co-create problem statements around two themes: youth employability and climate resilience.

With two themes, there were two winning teams. Team Harmony, with Tara Rajendran and Veena Krishna, won for climate resilience. Team Level Up, with I V Srichandra, Pathange Omkareshwara Rao, Kavya Sakthivel, Srikar Vamsi Kottakki, and Harish Vijay Victor (from Amrita Vishwa Vidyapeetham, Coimbatore), was the winner for youth employability. In this interview, both the winning teams talk about their experience with this hackathon:

Why did you participate in the hackathon?

Team Harmony: We participated because this was a rare opportunity to work with real-world data alongside organisations that operate on the ground. Coming from an academic background, we are used to research staying in reports and papers. This was a chance to see the challenges firsthand and learn how to make data usable in real-world settings.

Team Level Up: We’ve been to three or four hackathons before, and we’ve won some of them. But those were more about building projects, not solving real-world problems. Code4Change is different. It is about contributing to society. We are in our third year at college, and we’re also looking for jobs, internships, and fellowships. The problems with job searching, such as unclear descriptions, irrelevant postings, fake listings - they were something we could relate to. If we, with our education and resources, struggle to find the right opportunities, what about those who don’t have access to the same networks?

What kind of use-cases do you see for your solution in the social sector?

Team Harmony: Our solution focuses on ecosystem classification. Right now, classifications are mostly based on landscape features, but they don’t account for local social and economic factors. We believe that bottom-up classifications, ones that include sociological processes, are crucial for designing interventions that actually work. A grassland may look the same in two different regions, but the way people interact with it varies. Solutions need to reflect that local context.

Team Level Up: Our project is designed for unemployed women in rural areas. The goal is to connect them with NGOs and local employers based on their skills and education level. Security is a key aspect, so users can safely interact with employers in their own communities. This way, job opportunities don’t just stay on platforms - they reach the people who need them the most.

What did you learn from the hackathon?

Team Level Up: We are AI students, so we know how to work with data. But this hackathon taught us how to analyse it properly. We didn’t just run models - we had to find patterns, understand them, and then use those insights to refine our approach. That was something new for us.

What are your thoughts on Code4Change?

Team Harmony: We really liked the name - it captures what the hackathon is about. The problem statements were all real and relevant, and the platform gave us exposure to the kinds of challenges organisations are dealing with. The jury panel was fantastic. They asked tough questions, which was helpful because when you’re working on a solution, you can get caught up in details and forget the bigger picture.

Team Level Up: This hackathon was different from others because it focused on real-world implementation. It’s not just about building something and moving on - the goal is to create something that can actually be used. We think more people from different backgrounds should participate. When data scientists, social workers, and policymakers come together, they can create innovative solutions that wouldn’t happen otherwise. It’s a win-win for everyone.

Code4Change is a bi-annual social sector hackathon conducted by ISDM CDSSI.

Learn more about the hackathon here: https://www.isdm.org.in/cdssi/projects/code4change

Kakul Misra - Director, Strategic Capacity Building, ISDM | Published: 09 March, 2025

Thanks to AI and big brother on the watch, my first-hand experience with perimenopausal symptoms opened the floodgates of information across channels. The overload of facts, myths, and hacks left me bedazzled! But it was one line from my gynaecologist that set me thinking:

"Kakul, don’t give up on your A-game. Don’t let your brain say slow down; keep up the learning curve and try the latest technology, tools, and books."

Hmmm… I went back to check the facts, myths, and hacks—only to find little about how perimenopause affects women in leadership or how many fall off the ladder due to the hormonal changes and career impact of this phase. Instead, I was hit with alarming statistics:

• A significant number of women in India leave the workforce after the age of 40, often due to eldercare responsibilities, career stagnation, or hitting the glass ceiling.
• Women’s representation in leadership sharply declines as they climb the corporate ladder: from 27-29% at entry level to 20.1% at director level, 17.4% at vice president level, 15.3% in C-suite positions, and just 15% on boards.

Is Perimenopause the Elephant in the Boardroom?

As we analyse the narratives, data studies, and policies driving female leadership and representation, are we overlooking the role of perimenopause? The chatter in leadership circles and community groups reinforced a critical question: Does perimenopause affect women in leadership, and are we doing enough to address it?

There is no shortage of discussions on the unique challenges women face in leadership. However, perimenopause—which typically occurs in women in their 40s and 50s—coincides with their peak career years, adding another layer of complexity.

As I navigated fluctuating hormone levels and their symptoms—brain fog, hot flashes, mood swings, sleep disturbances, and cognitive changes—I experienced firsthand how mental health in women’s leadership is affected. Terms like ‘imposter syndrome’ and ‘acceptance’ took on deeper meaning. The inadequacy of the medical support system amplified the situation—one doctor even recommended a neurological exam when I mentioned brain fog!

For women in high-stakes leadership roles, these symptoms can complicate professional and personal lives to the extent that they feel forced to exit the workforce altogether. As my gynaecologist advised, “Don’t exit; it’s difficult to get back.”

Shattering the Stigma of Menopause in Corporate Leadership

Initially, I hesitated to discuss my health, fearing vulnerability would be perceived as weakness. But I soon realized that acknowledging and addressing these challenges openly not only helped me manage them better but also empowered others in my organization to do the same. Transparency and self-care became my guiding principles.

Coco Chanel once said, "The most courageous act is still to think for yourself. Aloud."

Confidence and self-expression are critical in professional life, especially during this phase. I found my personal armour in my red lipstick and my yellow dress, symbolic reminders of my resilience. More importantly, I built a structured support system:

• Implementing self-care strategies: Regular exercise, mindfulness, and setting realistic boundaries helped me manage menopause symptoms at work.
• Building a network: Surrounding myself with trusted colleagues, mentors, and progressive male allies fostered a culture of understanding.
• Engaging in leadership communities: Groups like ‘Women on Boards’ provided invaluable camaraderie and professional support.

Redefining Strength in Leadership

Sheryl Sandberg once said, "You will be defined not just by what you achieve, but by how you survive."

Perimenopause redefined my perception of strength. It’s not just about powering through challenges but also about adapting, embracing vulnerability, and showing compassion to oneself and others. It is also an opportunity for growth and self-discovery. It’s about keeping your A-game strong, taking on challenges, being resilient, finding your purpose, and, most importantly, loving yourself.

By embracing this journey with openness and resilience, we can continue to lead effectively and inspire others to do the same. If you’re a woman leader navigating perimenopause, I encourage you to share your story and seek support. Let’s break the stigma, redefine leadership, and work for more women on boards!

About author:

Kakul Misra Director, Strategic Capacity Building

Kakul has over 20 years of experience in general management, strategy, business development, and organisation scale-up.

She has led impact-driven skilling initiatives across Education, Telecom, Aviation, Financial Services, and Healthcare. Notably, she established the Centre for Digital Governance under the Ministry of Housing & Urban Affairs and introduced global healthcare skill standards in India.

An IIM Bangalore alumnus and certified assessor from the Australian Institute of Management, Kakul enjoys reading and swimming.

Bushra Ansari and Sowmya Rajaram | Published: 07 March, 2024

It hasn’t been a good week for women in India. When a 28-year-old Spanish-Brazilian vlogger was gangraped in Jharkhand, US journalist David Josef Volodzko posted on social media about India being an unsafe country for women. To this, the National Commission for Women (NCW) chairperson Rekha Sharma responded, accusing him of “vilifying” India. She then purported to respond with “statistics” and “data” (sans sources) that “over 6 million tourists arrive in India every year, many of them are single women, and they holiday safely.” So let’s look at what the data actually says.

As per the Women Peace and Security Index 2023 released by Georgetown Institute for Women, Peace and Security, India ranks 128 out of 177 countries in terms of women’s inclusion, justice, and security.

The latest data from the National Crime Records Bureau (NCRB) reveals that the rate of crimes against women in India (calculated as crimes per 100,000 of the women population) increased by 12.9% between 2018 and 2022. In India, the reported crimes against women per 100,000 women population is 66.4 in 2022, in comparison with 58.8 in 2018. This increase could be due to a number of factors, including an increase in actual crimes, an improvement in reporting mechanisms, and a growing willingness of women to speak out about their experiences of violence.

The statistics in “Crime in India 2022”, the annual report by NCRB, show that a total of 13 States and Union Territories recorded crime rates higher than the national average of 66.4. Delhi topped the list at 144.4 ,followed by Haryana (118.7), Telangana (117), Rajasthan (115.1), Odisha (103.3), Andhra Pradesh (96.2), Andaman and Nicobar Islands (93.7), Kerala (82), Assam (81.2), Madhya Pradesh (78.8), Uttarakhand (77), Maharashtra (75.1), and West Bengal (71.8). The rate of crime in Uttar Pradesh — which contributed nearly 15 percent of the cases in India — stood at 58.6.

“India takes the safety of women very seriously, evidenced by its implementation of stringent laws over time,” Sharma said in her response. Yet, despite the enactment of the Protection of Women from Domestic Violence Act (2005), the majority of crimes against women under the Indian Penal Code were of cruelty by the husband or his relatives (31.4 per cent). This was followed by kidnapping and abduction of women (19.2 per cent), assault on women with intent to outrage her modesty (18.7 per cent), and rape (7.1 per cent), NCRB records state.

There is more. During the COVID-19 pandemic, the crime rate per 100,000 women population jumped from 56.5 in 2020, to 64.5 in 2021. A number of factors could have contributed to this, including reverse migration, social isolation, and economic strain. These factors can aggravate existing tensions within households and create additional stressors, leading to increased violence.

A lack of economic independence further cripples women’s ability to protect themselves from abuse and harassment. Despite legal frameworks, most women are not entitled to a share in property, due to established social norms. Also, women’s participation in the labour force is mostly in the informal economy, which gives them little access to social protection.

Also Read : Women Empowerment & Sustainable Development

In the workplace too, women face a higher risk of gender violence. Data tells us that women’s quest for financial independence actually seems to augment their risk of facing harassment within professional settings. This, despite the existence of the Sexual Harassment of Women at Workplace Act, 2013 (commonly known as POSH Act). As per NCRB, the victim count for workplace sexual harassment against women has increased from 402 in 2018 to 422 in 2022. This is cause for concern, because it is well-established that women actually under-report crimes against them due to fear of repercussions, inadequate awareness, and societal biases.

Globally too, Violence Against Women and Girls (VAWG) is a serious and pervasive issue. According to the World Health Organization, at least one in three women worldwide has experienced physical or sexual violence in their lifetime, and nearly one in 10 girls has experienced forced intercourse or other sexual acts.

In India, this is exacerbated by entrenched gender bias and patriarchal social norms, which allow women little agency, and prevent them from reporting crimes against them for fear of repercussions. So, what can we do?

We need a systemic change, which can only happen through a multi-faceted approach. Gender-transformative approaches can be implemented via childhood education and household- and community-level interventions. Innovative methods such as gameplay can be used to involve both men and women in gender equality initiatives. Other methods include changing cultural attitudes, reforming policy and law, increasing support services for survivors, and conducting more information campaigns, workshops, and training programmes, and designing intervention programmes based on data.

Also Read : Women in Data Science: Bridging the Gender Gap

Initiatives such as Government of India’s One Stop Centre (OSC) scheme (launched in 2015) help by providing a range of integrated services under one roof including police facilitation, medical aid, legal aid and counselling, psycho-social counselling, and temporary shelter to women affected by violence or in distress. Currently, 752 OSCs are operational across India, which have assisted over eight lakh women. Civil societies, SPOs, ASHA workers, SHGs, religious/faith-based institutions, and government initiatives can also play a vital role in raising awareness about gender-based violence through social gatherings and networking sites. These entities can raise awareness through educational campaigns, community outreach, and media engagement. They operate by organising workshops, leveraging social media, and collaborating to address gender-based violence and promote a culture of respect and equality.

VAWG has serious social, economic, and cultural implications. it has been linked to higher rates of poverty, poor health outcomes for women and their children, and lower levels of education and economic participation. Discussing VAWG in India is the first step to addressing it, and we must let the data and evidence guide us toward implementing solutions that create a safer and more equitable society for women.

Bushra Ansari is a Data Analyst, and Sowmya Rajaram is a Communications professional at ISDM DataSights, a singular online data hub under the umbrella of the Indian School of Development Management (https://www.isdm.org.in/), which hosts comprehensive data, knowledge assets and tools for analytics and research on the Sustainable Development Goals (SDGs).

Bipasha Roy, Managing Director at Mobius Space Consulting Pvt. Ltd. | Published: 05 March, 2024

Design Thinking has emerged as a transformative methodology for addressing various kinds of “wicked” problems that characterize the social sector. These types of problems are complex and unstructured & do not have ready pathways towards a sustainable solution. In India, as in many parts globally, development sectors grapple with myriad challenges, ranging from poverty and educational inequity, to issues around healthcare accessibility and environmental sustainability. Moreover, organizations in the social sector frequently struggle to capture and to manage multiple stakeholder perceptions with the latter’s ever evolving needs, expectations and even criticisms. Hence, innovation, collaboration, and continuous adaptation are imperative.

Traditional problem-solving approaches, are optimized for “tame” problems (those that are well structured) which are linear, clear-cut, go around expected “well behaved” paths even if they are mega projects, and are easily quantifiable. These are mostly based on predictability and control. However this is also why they may fall short in the dynamic, layered and unstructured social contexts where causes and solutions are deeply interwoven and ever-changing. Design Thinking offers a more flexible, human-centred process that embraces these kinds of ambiguity and complexity, making it an ideal approach for creating sustainable solutions in the social sector.

Design Thinking, starts with a deep understanding of real people rather than relying on broad demographic segments. Practitioners engage directly with the people affected by the issues, through ethnographic research and qualitative methodologies. Questioning assumptions and keeping one’s own biases aside during this phase, help to understand stakeholder perspectives better, leading to deep empathy for the users. For instance, this phase has helped organizations working on menstrual health to understand the deep-rooted cultural taboos and affordability barriers faced by women in rural India.

Unlike traditional approaches that address problems based on macro-level data, design thinking requires defining the issue based on real insights. This often causes the initial problem definition to shift and get re-framed in ‘human’ terms. For example, while working on empowerment, an NGO realised that vocational training and job opportunities do not address the core challenge urban poor women face. They cannot go out for the jobs if their homes and children are not being taken care of.

Instead of presenting a single, fixed solution, design thinking encourages generating multiple ideas; this approach that ensures no single solution is forced upon the community; rather, several ideas are prototyped and tested through cycles of real-world experiments. The iterative nature of design thinking ensures that solutions are continuously refined based on direct user feedback, rather than solely relying on historical or secondary data. NGOs working on financial inclusion have applied this by brainstorming multiple ways to introduce digital banking to illiterate populations, leading to the development of voice-based banking solutions.

The core principles of design thinking - empathy, re-defining, and iteration, contrast sharply with the rigid, top-down methods of traditional approaches. Design Thinking is optimistic and possibility-driven; it asks, “What if anything is possible?” (Liedtka: Design Thinking for Greater Good) and invites diverse stakeholders to contribute ideas, thereby creating a collaborative atmosphere that is essential for addressing social challenges. For example, in healthcare, NGOs have employed design thinking to develop telemedicine solutions tailored to the needs of rural populations in India. By engaging with patients and healthcare workers directly, they have iterated digital platforms that overcome local challenges such as language barriers and connectivity issues. Similarly, in the education sector, EdTech start-ups have used design thinking to reimagine remote learning by collaborating with teachers and students to develop digital tools that are responsive to real classroom needs. This co-creation process not only improves learning outcomes but also fosters a sense of ownership among stakeholders. Organizations like SEWA (Self-Employed Women’s Association) have applied design thinking to create community-led interventions that directly involve women in crafting financial literacy programs and vocational training courses. These efforts ensure that the solutions are culturally relevant and address the specific challenges faced by women in various communities. Meanwhile, social enterprises working with artisans have leveraged Design Thinking to test and refine new market models before scaling them, thereby ensuring long-term impact while preserving cultural heritage.

To conclude, Design Thinking offers a robust framework for addressing the wicked problems of the social sector in India. It departs from traditional approaches by engaging directly with the community, generating a range of creative ideas, and refining these solutions through real-world testing, providing flexible, adaptive, and human-centric solutions. Furthermore, by encouraging collaboration and breaking down silos, design thinking enables organizations to navigate the complexities of multiple stakeholder scenarios effectively. This inclusivity not only leads to more innovative solutions but also helps build a shared vision that can drive sustainable social change.

About author:

Bipasha Roy Design Thinking Consultant & Faculty, Certified Facilitator in LEGO®️Serious Play®️Methods & Materials, UX Designer

Bipasha is a Design Thinking Consultant, an internationally Certified Facilitator in LEGO®️ Serious Play®️ Methods and Materials, a Certified UX Designer from IDF and a Practitioner of NLP. She is a visiting faculty for ‘Innovation & Design Thinking’ courses & MDPs at SPJIMR Mumbai; IIM Kozhikode; IIFM, Bhopal; Calcutta Business School, Kolkata; Indo German Training Centre, Mumbai; Flame University, Pune; Sardar Patel Institute of Technology, Mumbai; etc.

Suman Srivastava, Director, Samhita & Faculty, ISDM | Published: 04 February, 2024

When we start out to create social change, the first step seems to be to create awareness about our cause. Or educate people about our cause, which is really the same thing. Whether our cause is to do with health or nutrition or the environment or against social evils or better farming practices, the first step always seems to be that we need to create awareness about the cause. We believe that once people know the facts, they will automatically behave in the right way.

But is this assumption correct?

Let us think about our own lives. Many of us make new year resolutions to exercise more, read more books, spend less time on social media or quit smoking. In each case we are aware of the issue and we can lecture ourselves about the reasons why we should do what we have resolved to do. Does anyone need to educate you about the benefits of exercise or make smokers aware of the ill effects of smoking?

And yet our new year resolutions remain unfulfilled and merely get rolled over into the next year. Why is that?

It turns out that we are attacking the wrong problem. We think the problem is that people need to be made aware of something, whereas the barrier is usually much deeper and more complex than that.

Let’s look at the problem of exercising more. Everyone knows the benefits of exercise. Many people want to lose weight and think that exercise will help them do that. Telling them of the benefits of exercise does not help. The problem is that the pain of exercise is felt by you today, while the benefits will accrue sometime in the future. Your today’s self usually wins over your future self and so people tend to promise themselves that they will “start exercising from tomorrow”.

Here the problem is not of knowledge. We then start to blame the individual. We blame ourselves for being lazy or bemoan our lack of will power. Well, that is not too helpful because even if we are correct, saying so does not help us overcome our laziness or build our will power.

So what might work? Well, there is a science of creating behaviour change that is called Nudge Theory, which has been studying the problem. Many “nudges” have been created. Some work with one segment of society, while others work with another segment. There is no one-size-fits- all solution. But many of these nudges work better than just creating awareness.

One creative solution to the problem of exercise, was introduced by a group of behavioural scientists in the USA. It is an app called Gympact. It requires you to make a pact with yourself and bet small amounts of money. You could pledge to go to the gym three times a week, and bet $5 a week if you don’t. The app has your credit card details and so if you don’t go to the gym and check in, then the money gets deducted. It is amazing how a small amount of money can improve will power.

Another example of a successful nudge has to do with paying taxes. Governments around the world have run advertisements to get people to pay their taxes and pay them on time. Again some of these have worked to a limited extent.

The UK government found that threats don’t work as well as little nudges. They found that telling people that most of their neighbours have paid their taxes works better than threats. Similarly utility companies have found that telling people that their power consumption is more than that of their neighbours, is more likely to get people to use less electricity than simply exhorting them to do so.

Let’s go back to smoking. For decades, governments around the world have been trying to educate people on the ill effects of smoking. Warnings have been printed on packs. Taxes have been increased to discourage smoking. Advertisements have been released showing the ill effects of smoking. These have worked to some extent. But the real decrease in smoking happened when it became inconvenient to smoke. When smokers had to step out of their offices and restaurants and other public spaces, go out into the cold, rain or heat and then smoke. Faced with such barriers, more and more people have stopped smoking.

The science of behaviour change, or Nudge Theory, is a new field that is crucial for social sector practitioners to study. Nudge Theory works best when there are deep rooted barriers that resist change. The kind we face everyday as we try to get our communities to get over their biases and inertia and step into, what we think, is a new better world. The kind of barriers that frustrate us when change doesn’t happen as fast as we would like.

Come, let us work smartly to create nudges that will result in a equitable, sustainable society.

About author:

Suman Srivastava Director, Samhita & Faculty, ISDM

Suman Srivastava is the Founder of Marketing Unplugged and the author of a book by the same name. He has taught & lectured at the IIMs in Ahmedabad & Bangalore, ISB Hyderabad, IITs at Bombay & Kharagpur and MICA. Suman has been involved with the social sector for the last two decades and is currently on the boards of nine social purpose organisations and has volunteered with several others.

He is the Director of Samhita and has been the Secretary at Apnalaya. Suman was the CEO of Euro RSCG India and also Vice Chairman & Chief Strategy Officer, FCB India.

He has a BA (Hons.) Economics, Shri Ram College of Commerce, University of Delhi, PGD in Business Management, IIM Ahemdabad and IMD Laussane.