In a world where development challenges are increasingly interconnected, spaces that enable collaboration and fresh thinking are essential.

The Dialogues on Development Management (DoDM) is one such space. In 2024, it brought together over 1,100 participants from 470+ purpose-driven organisations.

In 2025, it's set to be even bigger and more action-driven. Expect immersive sessions, live polls, and networking breaks to stay engaged and energised throughout the day.

Looking Back: What Made DoDM 2024 So Impactful?

DoDM 2024 wasn't just a conference; it was a space to question, co-create, and reimagine how we build systems that truly serve.

Here's a glimpse of sessions:

• Storytelling for the Development Sector
• Data for Better Intervention Design
• A Gender-Inclusive Approach to Organisational Development
• Strengthening Compliance through Effective Governance
• New Age Communication for Social Impact

Participants left with:

• Hacks to communicate impact more effectively using analogies, credible data, and visuals
• Hands-on experience with the DataSights platform to extract actionable insights
• Strategies to build resilient organisations
• Compliance insights on the Income Tax Act, 1961, and FCRA

Voices of the Participants

We reached out to participants to hear how the experience resonated with them. Here is what they had to say.

"What stood out for me was the design and execution of the event, which were deeply rooted in the collaborative spirit of sector leaders."

"I deeply appreciate the platform that ISDM has created to bring attention to the critical field of Development Management."

"Got deep insights into using data as evidence and influencing decisions through data. While implementation is crucial for any project, communicating evidence must be aligned with the stakeholders' agenda."

"What stayed with me is the importance of identifying the right people and utilising data effectively."

What's Coming in 2025: New Ideas, Immersion and More

• Kick-off with a plenary on Viksit Bharat @2047 and the role of SPOs
• Dive into four immersive tracks on decentralised decision-making, managing intergenerational teams, building finance, and scaling impact
• Attend immersive masterclasses and engage with changemakers across the country
• Explore grassroots insights through research presentations
• Connect with peers, leaders, and innovators from the development space

DoDM 2025 promises a dynamic mix of learning, reflection, and meaningful dialogue.

Whether you are part of the social sector or passionate about change, DoDM 2025 invites you to join and strengthen Development Management.

Don't miss your chance to shape what's next. Register now for DoDM 2025.

Register now

Social sector organisations often struggle to sustain themselves due to compliance hurdles, financial instability, and weak governance.

Many, despite their bold missions to address poverty, inequality, and environmental degradation, falter not from lack of intent but due to critical management gaps.

Dialogues on Development Management (DoDM) 2024 brought together leaders, funders, and practitioners to reimagine how the sector is managed and led.

It emerged as a vibrant platform for collaboration across the three key pillars—Samaaj (society), Sarkaar (government), and Bazaar (market).

A glimpse of the four DoDM 2024 tracks

There were four thematic tracks in DoDM 2024. The conference focused on strengthening development management frameworks to tackle global and local challenges, such as water scarcity, hunger, inequity, and access to essential resources.

Track 1: Building the Sector of the Future
This track explored how impact measurement, philanthropic innovation, and collaborative ecosystems can build a stronger, future-ready social sector.

Track 2: Building Resilient Organisations
With a focus on long-term sustainability, this track explored what it takes to build organisational resilience, be it through financial stability, talent strategies, culture, or operations.

Track 3: Building a Voice for the Sector
The social sector often does the work but lacks visibility. This track tackled how to elevate its voice, attract new talent, and expand its influence across policy and public discourse.

Track 4: Research Paper Presentations
A dedicated research track brought together academics, development professionals, and social entrepreneurs to present 12 research papers.

They presented themes like organisational resilience, community-led sustainability, data and tech for social impact, and the evolving roles of Samaaj, Sarkaar, and Bazaar.

Key takeaways from the Dialogue:

• Governance and market systems must align with societal values to ensure equitable development.
• Samaaj must take ownership of governance, collaborating with Sarkaar and Bazaar to develop systems that reflect cultural values.
• Nonprofits and corporates can add local context to government initiatives, maintaining diversity while achieving scalability and inclusivity.
• Trust-based partnerships among all three are critical for sustainable impact.
• Nonprofits must strengthen governance and compliance to gain the confidence of Sarkaar and Bazaar.
• Open, strategic communication enables cross-sector collaboration.
• Civil society plays a crucial role in amplifying grassroots voices and shaping inclusive policy.

What lies ahead: DoDM 2025

DoDM 2024 reinforced the need for strong management, effective leadership, and sector-wide collaboration. The 2025 edition brings bold ideas and immersive sessions.

There will be four tracks combining research, discussions, and masterclasses, building a shared body of knowledge.

Track 1: The Art and Science of Decision Making
Track 2: Strengthening the Core for Social Change
Track 3: Financing the Future of Social Change
Track 4: Delivering Social Impact at Scale

Building on the DoDM 2024, we now look forward to DoDM 2025. It will offer practical insights, new perspectives, and connections to amplify your impact.

Join us at DoDM 2025. Registration is now open

Register now

DoDM is India’s leading conference on Development Management. A collaborative space where purpose-driven organisations come together to ideate, co-create, and develop strategies to create impact at scale.

Over time, it has become a significant convening for India’s social impact community.

Last year, in November 2024, at the Dr. Ambedkar International Centre, New Delhi, we welcomed over 1100 participants from across the country, along with 27 international contributors who submitted research papers.

People joined us from social impact organisations, consulting firms, government departments, Corporate Social Responsibility (CSR) units, for-profit enterprises, universities, and think tanks.

Curious about what DoDM 2024 was all about?

At DoDM 2024, Samaaj (society), Sarkaar (government), and Bazaar (market) came together to question, collaborate, and co-create the future of Development Management in India.

The dialogue spotlighted the urgent need to rethink management frameworks to drive effective interventions around water scarcity, hunger, inequality, etc.

With 100+ speakers, from grassroots leaders to philanthropy, policy, and education researchers, it was a day of bold ideas, reflection, and insights ready for action.

People attended from global foundations like the Ford Foundation, the NASSCOM Foundation, PRADAN, Magic Bus, Quest Alliance, and more.

Key highlights from DoDM 2024:

• Thought leaders such as Aamir Khan, Amit Chandra, Pramath Raj Sinha, and Dr. Shamika Ravi shared powerful perspectives on the development scale and impact.
• Launched the Outcomes Readiness Framework, a self-assessment tech tool designed to help nonprofits evaluate their readiness for outcomes-based work.
• Announced Code4Change 2, an initiative that sought to empower the Social Purpose Organisations (SPOs) ecosystem to leverage data science for enhanced operations, efficiency, and impact.
• Introduced a first-of-its-kind research track connecting academics and practitioners through 12 paper presentations.

What lies ahead: DoDM 2025

DoDM 2024 brought together people from across the development sector. It highlighted the need for sustainability, inclusion, and data-driven decisions.

The 2025 edition goes further, with new voices, bold ideas, and immersive sessions. You will leave with practical insights to strengthen management practices in social sector interventions and amplify your impact.

You will explore the science of decision making, strategies to manage intergenerational teams, practices to manage working capital, and build financial resilience, etc.

Whether you’re with a nonprofit, CSR, government organisation, funding organisation, or any social purpose organisation, or someone passionate about the social sector, DoDM 2025 is for you.

Register now

Save your spot at DoDM 2025 and build the future of Development Management together.

By Jayant, Koumari and Malaika , PGP-DM, Batch 08 | Published: 22 April, 2025

Once we returned from our eye-opening experience with Realizing India (RI), our classrooms felt different. This time, we weren’t just sitting at desks with notebooks; we were encouraged to bring the world outside into our learning. In Term 3, we embarked on a journey that would change how we viewed development and its role in society. We were introduced to three important courses: Systems Design, Intervention Design, and Development Monitoring and Evaluation.

We kicked things off with Systems Design, where we applied the principles of Systems Thinking to our RI projects. We had the freedom to choose topics related to the districts we had visited, which was both exciting and empowering. As we explored these topics, we were challenged to question our assumptions. Looking at our chosen issues through a Systems lens helped us see the connections between seemingly unrelated events. It was fascinating to discover how one problem could affect many aspects of a community in ways we hadn’t considered before.

Next, we moved on to Intervention Design. This course introduced us to Purposeful Program Theory (PPT), which built on what we learned in Systems Design by emphasizing clarity and intention. We started by clearly defining the problems we wanted to tackle, then identified specific focus areas, and carefully mapped out a logical chain of outcomes leading to our goals. Throughout this process, we kept in mind both the factors that could help us and those that might hold us back. Our quest to understand the root causes of issues pushed us to dig deeper until we got to the heart of the problems. This structured approach showed us how logical thinking could help us address complex social challenges.

Finally, we explored Development Monitoring and Evaluation (DME). This course highlighted the importance of monitoring and evaluation as tools for learning, making decisions, and adapting our strategies. We realized that every development practitioner needs to be skilled in DME. Knowing how we’re performing and identifying areas for improvement is crucial for effective practice. We learned that evaluation isn’t just a formality; it’s a continuous cycle of reflection and growth.

As we wrapped up our final assignments for the DME course, a sense of accomplishment filled the room. We had navigated a rich landscape of learning, and now it was time for a well-deserved winter break. This pause allowed us to rest, reflect on the valuable insights we had gained, and prepare for the upcoming jury presentations—both individual and group—that awaited us in the first week of January. The thought of sharing our work and insights with others filled us with excitement and a renewed sense of purpose. We were ready to take what we had learned in the classroom and apply it to the real world, equipped with the tools to make a meaningful impact.

A Night to Remember: Celebrating Prom at ISDM

At ISDM, we all know how intense and demanding our curriculum can be. With back-to-back lectures, assignments, and discussions, our schedules often leave little room for anything else. But amidst the rigor, there exists a side of ISDM that is equally enriching—one that allows us to pause, celebrate, and create memories together.

December brought with it one such occasion: Prom Night, or as some called it, the Christmas Carnival. It was a night unlike any other, filled with music, laughter, and the joy of togetherness. What made it special was the inclusivity—it wasn’t just about bringing a “date.” You could attend with a friend, a group, or even as a trio; the idea was to enjoy and be yourself.The heart of our celebration was Majlis, a space where we usually immerse ourselves in learning. But on this night, it transformed completely. The room was decorated in red, blue, and white, setting the perfect backdrop for the evening. A red carpet welcomed us at the entrance, accompanied by a beautiful song playing in the background, making everyone feel special as they stepped in. The event kicked off with awards, where each cohort member received a title—some funny, some heartwarming, but all deeply relatable. It was a way to ensure that no one felt left out, reinforcing the strong sense of community we have built over time. As the night progressed, the dance floor came alive with a DJ night featuring an eclectic mix of Bollywood, Punjabi, Marathi, and regional music. The energy was contagious— everyone danced, laughed, and let loose, momentarily forgetting the stress of deadlines and coursework.

Looking back, Prom Night was more than just an event—it was an experience. It reflected the spirit of ISDM, where learning and celebration go hand in hand. Just as our curriculum challenges conventional norms, the way we come together to celebrate is equally unique. This night was a reminder that ISDM is not just about academics; it is about people, emotions, and memories that make the journey worthwhile.

Special Highlights

One of the most enriching aspects of ISDM’s curriculum is Realizing India (RI)—a unique 15-day immersion program where students travel to different districts across the country. This journey is not just about exploration but about deeply understanding the people, their culture, and the real-world challenges they face. It is an experience of stepping into their shoes, seeing life through their lens, and building narratives that reflect their realities.

Upon returning, we had the incredible opportunity to showcase our learnings and experiences at the RI Mela, held at the beautiful Rose Garden of the India International Centre. The event was more than just an exhibition; it was a space where each group brought their district’s identity to life through stories, products, and artifacts. But what made it even more special was the interaction with CSR heads, global leaders, industry experts, CEOs of NGOs, and key players in the social impact space. Their insights, advice, and encouragement broadened our perspectives, deepened our understanding, and reinforced our commitment to driving meaningful change. The event was not just about presenting; it was about learning, networking, and co-creating knowledge with people who have spent years in this sector.

The energy carried forward into the very next day, November 21, 2024, with the Dialogues on Development Management (DoDM)—a pioneering national conference that took place at Dr. Ambedkar International Centre, Delhi. Launched in 2023, this initiative aims to bring together diverse voices from the development sector, including Social Purpose Organizations (SPOs), consultancies, financial institutions, and CSR leaders. This year, we were privileged to have Aamir Khan—not as an actor, but as the CEO of Paani Foundation—as our chief guest. His presence and insights were a testament to the power of using influence for social good.

DoDM was a day of intense discussions, thought-provoking workshops, and meaningful dialogues. It provided us, as ISDM students, a golden opportunity to engage with experts, hear firsthand accounts of their experiences, and reflect on the complexities of development management. More than just an event, it was a moment of realization—of the work that lies ahead, of the potential we hold, and of the collective effort needed to create lasting impact.

Krutika Katre | Published: 28 March, 2025

Capturing social change has always been like navigating an endless maze, where each turn reveals new challenges. India’s development sector stands at a critical juncture in this maze. Moving beyond input tracking and basic monitoring, the focus is now on outcomes and impact—dimensions that are harder to measure. Over time, Monitoring and Evaluation (M&E) has evolved as a critical tool to make sense of this complexity, acting like a compass in the chaos. While it has taken new forms such as MEL (Monitoring, Evaluation & Learning) and MEAL (Monitoring, Evaluation, Accountability & Learning), challenges remain. From technical and methodological hurdles to capacity and resource constraints, the key question is: Which challenges should we solve first? A recent report, Impact or Illusion, published by the Center for Innovative Finance and Social Impact (CIFSI), suggests that the latter is the real bottleneck.

The answer lies in shifting focus from fixing inadequate methods to leveraging soft skills that drive the effective management of social change. While measuring social change is complex, existing methods are sufficient if applied systematically and rigorously. No framework can replace a critical and adaptive approach to impact measurement. As an M&E expert with over a decade of experience in Evaluation puts it, “A lot of what exists today is more than adequate. What perhaps is lacking is that approach of the way I am able to engage with information to think about action.”

The Tension Between Action and Long-Term Change

The sector is torn between the urgency to act and the need to achieve long-term societal change. Impact, by its nature, is long-term, but the funding and the program cycles are often too short to capture the full process of change. As a result, the energy and resources are being directed towards optimising on-the-ground operations and demonstrating immediate results. While choosing the right tools, frameworks, and methodologies is essential, what truly matters is the rigour with which these tools or methods are applied.

The rigour in practice should be grounded in foundational practices that precede fieldwork, such as:

• Asking the Right Questions at Each Program Stage: “Data-driven decision-making” is often reduced to merely crunching numbers to validate predetermined outcomes. Instead, what’s needed is a continuous reflection at every stage of a program. This means using data not just to report results but to deepen understanding, identify insights beyond existing data, and enable course correction. While technical expertise is needed, it is just a means to an end. True impact lies in strengthening the sector’s ability to critically engage with data and ask contextually relevant questions. For example, a leading healthcare organisation striving for health equity since the 1990s expanded its maternal and child health programs to include domestic violence support and a male engagement strategy after identifying strong correlations in their data. As their leadership shared, "The whole male engagement strategy came from the teams and the community. The need to talk to husbands about family planning came from the community, and the program team responded by hiring male staff to work with male stakeholders"
• Recognising the Gradual Process of Change and the Various Milestones to Impact: This complex nature of change can’t be captured in simplistic metrics, but it can be achieved through strong causality between simple metrics. Success comes from breaking down complex outcomes into clear impact pathways and establishing meaningful connections between simple measurable indicators. Capturing milestones along this path is critical. Some organisations have adopted this approach to balance short-term vs long-term funding requirements. For example, a newly established organisation leveraging Direct Cash Transfers for social and economic prosperity says, “Our impact metrics remain the same and the focus shifts between short-term and long-term goals depending on the funder. For example, short-term funders may prioritise output-based results, such as the number of training sessions conducted, while long-term funders are more interested in outcomes that evolve over time, such as changes in community behaviour or policy influence.”
• Prioritising Qualitative Aspects of Change: As the sector embraces community-led development and participatory approaches to M&E, misconceptions about qualitative data being subjective or unverifiable must be challenged. Rigorous qualitative and mixed-method approaches can be just as reliable as quantitative approaches when applied thoughtfully. For instance, an education organisation integrating community-based systems within mainstream schooling combines quantitative tools like surveys with qualitative methods such as classroom observations to get a comprehensive view of their impact. As they explain, “We do teacher appraisals, baseline, midline, and endline assessments with set parameters through surveys that track overall progress of the program. Student-level decisions are guided by daily classroom observations which inform preschoolers’ report cards. Every three months, each student is systematically observed, and the data is reviewed to guide programs.”
• Contextualising Tools and Methods: India’s development landscape is highly diverse, making a one-size-fits-all approach impractical. Existing tools were not designed with India’s development context in mind, so M&E practitioners must engage with communities and adapt these tools to local realities. This facilitates more effective learning from the ground. For example, an organisation working to transform government schools across states tailors its strategies to meet region-specific. As they highlight, “In Uttar Pradesh, our focus is on foundational literacy and numeracy, while in Karnataka, it’s about reducing dropout rates and improving 10th-grade performance. While our overarching strategy remains consistent, the indicators and outcomes are adjusted to match the local context.”

At the core of M&E, challenges are simple, practical solutions that are within our control. Yet, implementing these solutions requires an ecosystem that encourages learning and reflection instead of demanding rapid, large-scale impact within tight timelines. The sector must redirect resources, particularly M&E-specific funding, which remains the sector's biggest constraint.

Only by fostering a culture of critical thinking, adaptive learning, and contextual responsiveness can we navigate the maze of social change and truly measure impact.

This article is authored by Krutika Katre, Research Associate, Centre for Innovative Finance and Social Impact, Indian School of Development Management (ISDM)

About author:

Krutika KatreResearch Associate

Krutika is a development sector professional with over 6 years of experience in the areas of education and skilling.

She has initiated, implemented, and led projects in the areas of out of school learning, digital learning and training of trainers. She has contributed towards vocational education goals of NEP 2020.

She has collaborated with a diverse range of stakeholders, from community members and field personnel to government offices under Samagra Shiksha.

She is currently leveraging her research and analytical skills to develop a niche in Impact Assessment in development sector. Krutika is passionate about large scale sustainable social impact and loves to work in systems and with frameworks.

| 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.