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.

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.

ISDM, in collaboration with Capgemini, launched ISDM DataSights, a user-friendly, free-to-use data portal that can help grassroots organisations work towards the Sustainable Development Goals (SDGs)

Big Data is transforming some of the world’s biggest businesses, so why should the social sector be left behind?

When Social Purpose Organisations (SPOs) have easy access to high-quality, reliable, contextualised data, they can make better program decisions, streamline organisational thinking, and scale up their impact. But the data available in the public sphere is often fragmented, unreliable, and hard to access and analyse, which means grassroots SPOs in particular, are left out of the data revolution.

To address this gap, ISDM DataSights, powered by Capgemini, was launched on 23rd January 2025 at the India Habitat Centre in New Delhi. At the launch, 43 participants from the development sector and academia saw firsthand how this platform makes reliable, actionable data easily accessible to SPOs.

Data, democratised

While the corporate sector uses data to drive efficiency and growth, the social sector is unable to do the same at scale. Ravi Sreedharan, President and Co-founder of ISDM, talked about this challenge in his opening plenary: “Only 20 organisations in the social sector have an annual budget of more than ₹100 crore. The sector operates at a mini scale, yet it deals with some of the biggest challenges of our time. If we are serious about creating impact at scale, data must be at the centre of decision-making.”

That’s where platforms such as ISDM DataSights come in. It is a free-to-use, single-window data platform that hosts unified data on the SDGs. It consolidates diverse datasets, and offers advanced analysis tools and visualisation capabilities to help address the social sector’s critical data challenge.

Aarti Srivastava, Chief Human Resources Officer – India, Capgemini, spoke on Capgemini’s vision for ISDM DataSights at the launch: “At Capgemini, we are dedicated to leveraging technology to drive meaningful, positive change, aligning our innovations with the goal of societal impact. ISDM DataSights reflects Capgemini’s mission to turn technological expertise into tools for social transformation.”

No more gatekeeping

The social sector needs more high-quality data to make informed decisions, track progress, measure success, and allocate resources effectively to drive impact. Because many SPOs operate on limited budgets, the sector needs more open-source data platforms like DataSights to enhance their data capabilities.

The launch chief guest, Dr. Rajesh Shukla, MD and CEO of People’s Research on India’s Consumer Economy (PRICE), emphasised the importance of data democratisation for the social sector. “Data is the new dollar. Without updated, high-quality data, interventions are blind guesses. The government alone cannot do everything - we need platforms like ISDM DataSights to bridge the gap.”

At the launch, a demonstration of ISDM DataSights’ capabilities showed how beta users have already used the platform to enhance their work.

Following this, Roma Nawani Sachdev, EVP and Chief Marketing & Communications Officer - India, Capgemini, said, “We are only stopping the democratisation of data by not using it and by not becoming data-centric.” She also urged SPOs to consider if they are using data to its full potential and in sectors where it matters most.

Tech for good

The event concluded with a panel discussion on ‘The Relevance of Technology and Data for the Social Sector’, moderated by Dr Anand Rao, a Distinguished Service Professor of Applied Data Science and AI at Carnegie Mellon University.

The panel featured:

• Anupam Jain - Head of Engineering, Give
• Saurabh Srivastava - Director, Insights & Data, Capgemini
• Shahana Chattaraj - Director of Research, WRI Center for Governance and Equity at the World Resources Institute (WRI)
• Sourav Das - Training Manager, J-PAL South Asia

The discussion focused on how ISDM DataSights lets SPOs integrate diverse datasets and draw insights. The key takeaway was that collaboration and data donation are essential for scaling the platform’s impact.

Towards a data-driven future

Limited access to high-quality data has held the social sector back from maximising its impact. But with platforms like ISDM DataSights, the sector is a step closer to strengthening decision-making through actionable insights, tracking progress, and optimising interventions.

Data science is a field that is reshaping industries, influencing decision-making, and revolutionizing the way we approach problems. Despite its transformative nature, one glaring issue persists-women remain significantly underrepresented in data science. This lack of gender diversity not only limits opportunities for women but also restricts the innovative potential of the field itself.

It’s time to reflect on the gender gap in data science, celebrate the strides women have made, and explore how we can collectively encourage more women to thrive in this critical domain.

The Current State of Women in Data Science

Globally, women comprise only 15-22% of data scientists, according to reports by the World Economic Forum and Boston Consulting Group. While India fares slightly better, with women making up 30% of the analytics workforce (Analytics India Magazine, 2022), there’s still a long road ahead to achieving gender parity.

Key challenges contributing to this disparity include:

Stereotypes and Biases: Societal norms often discourage girls from pursuing STEM fields, including data science.

Access to Opportunities: Women face barriers such as limited mentorship, fewer networking opportunities, and unequal access to education.

Workplace Dynamics: The tech industry’s traditionally male-dominated culture can deter women from joining or staying in the workforce.

Inspiring stories of women in Data Science

While the challenges are real, many women have broken barriers to excel in data science, inspiring the next generation to follow suit:

1. Fei-Fei Li

Fei-Fei Li’s contributions to computer vision through ImageNet revolutionized artificial intelligence. As an advocate for diversity in tech, she emphasizes the importance of ethical and inclusive AI practices.

2. Raji Arasu

An Indian-origin data leader and the CTO of Autodesk, Raji Arasu has been a driving force in using data to solve complex problems in engineering and design.

3. Ruchi Bhatia

In India, Ruchi Bhatia has emerged as a leading voice in HR analytics, demonstrating how data-driven strategies can transform workplace decision-making.

Why women in Data Science matter

The underrepresentation of women in data science is more than a gender issue-it’s a business and innovation problem. Diverse teams bring varied perspectives, which are crucial for designing inclusive, unbiased solutions.

1. Building Better Algorithms

A diverse workforce helps identify and mitigate biases in datasets and algorithms, ensuring AI solutions are equitable and fair.

2. Solving Real-World Problems

Women in data science bring unique insights to pressing global issues, from improving healthcare accessibility to developing climate change models.

3. Driving Economic Growth

According to a McKinsey report, bridging the gender gap in STEM could add $12 trillion to global GDP. Empowering women in data science is an investment in the future.

Initiatives Empowering Women in Data Science

Efforts to address the gender gap are gaining momentum, thanks to programs and initiatives aimed at creating opportunities for women:

1. Women in Data (WID)

This global community provides mentorship, skill-building workshops, and networking opportunities to support women entering and excelling in data science.

2. Women in Machine Learning and Data Science (WiMLDS)

WiMLDS focuses on increasing representation in machine learning and data science by organizing meetups, hackathons, and educational sessions.

3. Google Women Techmakers Scholarship

This program supports women pursuing technical degrees and helps them transition into data science careers.

4. India-Specific Programs

WiDS India (Women in Data Science): This annual conference brings together aspiring and established women in data science to share knowledge and network.

AI for All by Intel: Aims to introduce girls and women to AI and data science concepts, bridging the digital divide in underserved communities.

Corporate contributions through CSR

Corporate social responsibility (CSR) initiatives are playing a vital role in empowering women in data science. Some noteworthy programs include:

1. IBM STEM for Girls

This program focuses on equipping girls in secondary schools with digital skills and data science training, preparing them for tech careers.

2. P&G Shiksha

Though initially aimed at improving education infrastructure, this initiative has expanded to include digital literacy and coding skills for girls in rural areas.

3. Microsoft DigiGirlz

Microsoft’s program inspires high school girls to explore careers in technology by providing access to workshops, mentorship, and data science bootcamps.

4. TCS Ignite

Tata Consultancy Services’ Ignite program offers scholarships, internships, and training for women to enter data science roles in the tech industry.

Steps to Bridge the Gender Gap in Data Science

To see more women thrive in data science, we need a holistic approach:

1. Start Early

Introduce data science concepts in school curricula and run coding bootcamps specifically for girls. Programs like Girls Who Code have shown significant success in building early interest.

2. Mentorship and Role Models

Highlighting stories of women leaders in data science can inspire young girls. Structured mentorship programs can help women navigate challenges in the industry.

3. Inclusive Work Cultures

Organizations should focus on building supportive environments with policies like flexible work hours, maternity benefits, and mentorship programs for women re-entering the workforce.

4. Scholarships and Financial Support

Providing scholarships and grants for women to pursue data science degrees and certifications can make education more accessible.

5. Community Building

Encouraging women to join professional networks like WiDS or attend data science conferences fosters peer learning and collaboration.

Achievements by Indian Women in Data Science

Indian women are making significant strides in data science:

Shubha Nabar: A senior leader in AI at Salesforce, Shubha’s work has been pivotal in driving innovation in machine learning.

Manisha Raisinghani: Co-founder of LogiNext, she uses data science to revolutionize supply chain management and logistics in India.

Meghna Suryakumar: Founder of Crediwatch, Meghna leverages AI and data analytics to provide real-time credit insights for businesses.

These trailblazers serve as powerful examples of what women can achieve when given the opportunity and support to excel.

The Road Ahead

The gender gap in data science is a challenge, but it’s also an opportunity. By breaking barriers and creating inclusive ecosystems, we can not only empower women but also unlock the full potential of the field.

Women bring unique perspectives and insights to data science, driving innovation and solving real-world problems. By addressing systemic issues and fostering a culture of inclusion, we can ensure that more women take their rightful place at the forefront of data science, shaping a brighter, more equitable future.

The question isn’t whether women can succeed in data science-it’s how quickly we can create the conditions for them to thrive. The time to act is now.

Reference Links

1. https://wbcollaborative.org/insights/the-importance-of-women-in-data-science-and-analytics