Stranded on the planet Mars, with limited supplies and no way home, astronaut Mark Watney does not panic. Instead, he problem-solves, codes, calculates and survives by making data-driven decisions. Each small step and improvisation increases his chances of survival on the planet. Mark Watney’s survival in the 2015 sci-fi movie The Martian isn’t driven by luck; it’s driven by data, where each decision is informed, tracked, and refined through digital systems. He uses data to increase his chances of adaptation and survival every day.

Much like Watney, India’s social impact space has seen a remarkable digital transformation in recent decades. Organisations are leveraging technology to amplify their impact and reach millions of beneficiaries at scale, measuring outcomes more accurately and solving innovatively and much faster. The emergence of India’s highly penetrated digital infrastructure of the Aadhaar system, UPI payments, and widespread mobile connectivity, has helped the Indian social sector see unprecedented opportunities to scale their operations and reach the masses.

Transforming Learning through Digital Revolution

Expanding Healthcare Access or Making Healthcare Accessible

Scaling Impact in Nutrition and Child Welfare

Increased Reach and Scaling the Impact

Navigating Digital Challenges in the Indian Context

While the above examples showcase digital potential for the social sector, they might sometimes be difficult to adopt or implement.. Adapting digital solutions for Indian social sector organisations often comes with its unique challenges:

So, what do we do?

India’s social sector is a complex fabric of interwoven social issues. Addressing these challenges requires a multi-faceted approach while leveraging the vast digital potential. For instance, organisations need gender-intentional programs working within existing social structures while gradually expanding opportunities for women. Group-based training sessions in traditional community gatherings can make technology adoption feel familiar rather than threatening to established norms. India’s diversity encompasses linguistic differences and complex social hierarchies around gender, caste, and class. This requires going beyond simple language translation to developing user-friendly interfaces that accommodate varying literacy levels through visual aids, voice-based interactions, and intuitive design elements. Organisations must also invest in robust security protocols and comprehensive employee training on data protection best practices, ensuring beneficiary trust while meeting emerging regulatory requirements.

In our conversations at India Leaders for Social Sector, we often hear leaders from some of the most dynamic organisations say, ‘Digital is tough..’ Our reply to them is, ‘Aren’t you already doing one of the toughest jobs in the world and working with some of the most wicked problems?’ It’s time now for organisations to start seeing digital as something that will help and ease their lives.

Conclusion

Digital is no longer peripheral; it’s central to almost everything that we do now. As the Indian social sector grows, supporting leaders and building organisational cultures embracing innovation and change becomes crucial. From data-led program design to real-time service delivery, digital tools are enabling organisations to act faster, reach further, and adapt smarter. Data is replacing guesswork in how voices once unheard are now visible through digital platforms.

It’s true that the social sector requires us to make a lot of ethical decisions with empathy, emotional intelligence and deep awareness of human needs. Hence, it’s imperative for social sector leaders to learn to integrate tech with equity, empathy, and an increased emphasis on preserving ‘human agency’.

Technology and human ingenuity must blend together seamlessly. Hence, by adopting this holistic approach, one that respects cultural contexts while pushing boundaries, prioritises inclusive design over one-size-fits-all solutions, and maintains the highest standards of data security, Indian social organisations can navigate the digital transformation journey successfully while staying true to their mission of serving the most vulnerable populations.

About the Author

Nupur Mahajan
Associate Director

Nupur Mahajan has a decade of experience in content creation, training, and facilitation, working across EdTech, Big 4, healthcare, and IT sectors. An entrepreneur at heart, she was a founding team member at Parwarish, leading efforts to unlock human potential. She later worked in both corporate and startup spaces, designing and delivering learning programs for senior women leaders, mid-management, and early talent at Deloitte India Shared Services Pvt. Ltd. As director of learning at Ingenious Faces, she taught a 110-hour design thinking course globally. Nupur holds a master’s in human development and childhood studies (University of Delhi) and is passionate about fostering entrepreneurial mindsets in young talent across India.

The post Digitisation and Its Relevance in the Indian Social Impact Sector appeared first on India Leaders for Social Sector.

In this candid reflection, ILSS alum Chetan Bhangdia, CEO-Director at the Centre for Learning Resources (CLR), shares his journey of transitioning from the corporate world to the social sector. From building a perspective to embracing continuous learning, he outlines the steps, mindsets, and values that shaped his path, while offering grounded insights for others considering a similar move.

Is there a particular defining moment that inspired your transition to the social sector?

Rather than a single defining moment, my transition was shaped by a process involving two key steps – developing perspective and exploring possibilities. The first step was identifying social problems that deeply resonated with me, followed by analysing existing solutions and the underlying theories of change. Next, I sought to understand the possibilities and potential pathways for a corporate professional like myself to meaningfully contribute to social sector organisations.

The ILSS Leadership Program played a pivotal role by providing exposure to the individual and organisational journeys within the social sector. Ultimately, the rich legacy of CLR’s social work, the alignment of the role with my objectives, and its compatibility with my perspective made me confident in taking the leap.

How did you integrate into your new organisation after taking over the role?

A structured induction plan initially facilitated my seamless integration into the organisation and enabled me to assume my assigned role. Subsequently, a detailed and collaboratively created transition plan for the expanded role ensured a strong foundation to build upon. Regular check-ins and progress reviews allowed me to stay on course while making necessary adjustments when required. I was fortunate to receive excellent support from the leadership team, program teams, and the governing council of CLR.

Field visits, engagements with government stakeholders and funders, discussions with internal committees, and feedback from the staff gave me a good understanding of CLR’s work, stakeholder expectations, and the priorities I needed to focus on in the next 6-12 months.

Which skills from your corporate career have been most valuable in your social impact work?

I would say that the ability to see the big picture, take a systems view, collaborate with a diverse set of stakeholders, navigate organisational dynamics, and data-driven decision-making have been the most valuable skills so far.

What were some of the misconceptions you had about the social sector before making the switch?

Each sector is uniquely shaped by its history and the forces influencing it over time. While I made a conscious effort to avoid harbouring misconceptions before making the switch, I have been truly amazed by the resilience and innovative approaches embraced by the social sector to tackle longstanding challenges, despite operating in a highly resource-constrained and demanding environment.

What issues or challenges are you most passionate about addressing in the social sector?

Prior to the transition, I identified education and employability as the areas that resonate deeply with my passion. Advancement in these two areas is vital for India to ensure that the benefits of the nation’s rapid economic progress over recent decades reach disadvantaged sections of society swiftly and equitably. Through CLR, I have the opportunity to contribute to one of these areas close to my heart—providing quality education to underprivileged children and the youth.

What has been your biggest learning since making the switch?

Since making the switch, I have encountered new learning opportunities every week. My major takeaway has been that good management practices and professional approaches are universally applicable across sectors. However, it is important to contextualise these practices based on initial observations and adapt them as new evidence emerges. Additionally, embracing a mindset of continuous learning and proactively seeking advice from experts has proven instrumental during the transition and in taking up additional responsibilities at CLR.

What advice would you give to others who are considering a similar transition?

Cross-sector transitions, particularly from the corporate to the social sector, can be overwhelming. To navigate this journey, start by developing a thorough understanding of the social sector landscape and exploring opportunities within subsectors that align with your interests. Then, conduct an objective self-assessment, considering factors such as your personal circumstances, family responsibilities, financial stability, health, and overall long-term aspirations. An informed and honest evaluation provides clarity on whether — and when — to pursue such a transition.

Conclusion

‘Meaningful transitions are not sparked by a single moment, but by a thoughtful process of reflection, exploration, and alignment.’
– Chetan Bhangdia

Chetan’s journey is a powerful reminder that meaningful transitions are not sparked by a single moment but by a thoughtful process of reflection, exploration, and alignment. His story highlights how strategic thinking, humility, and a learner’s mindset can bridge the worlds of corporate and social impact. For professionals standing at a similar crossroads, his advice offers both practical guidance and the reassurance that such a path, when taken with intention, can lead to deeply fulfilling work.

About the Alumni

Chetan Bhangdia
Director, Centre for Learning Resources (CLR)

The post Bridging Purpose and Possibility: Chetan Bhangdia’s Journey from Corporate to Social Impact appeared first on India Leaders for Social Sector.

Across India’s bustling cities and remote villages, non-governmental organisations (NGOs) work tirelessly to bridge social and economic divides, empower marginalised communities, and drive systemic changes. From ensuring that children receive quality education and providing healthcare in underserved areas to empowering women and marginalised communities through livelihood programs, these organisations form the backbone of India’s development sector.

Celebrating World NGO Day

World NGO Day, observed annually on 27 February, is a global celebration of these tireless efforts across the world. Conceived by Mārcis Liors Skadmanis, a social entrepreneur from Latvia, it was officially recognised in 2010 and was first observed in 2014 by the UN, EU, Nordic Council leaders, and international organisations. This year’s theme, ‘Empowering Grassroots Movements for a Sustainable Future’, highlights the crucial role of localised, community-driven solutions in addressing challenges as varied as poverty, education, healthcare, gender equality, social justice, economic empowerment, animal welfare, environment sustainability, and climate change. This blog celebrates the unsung heroes of social change, working relentlessly behind the scenes to create a just and equitable society.

The Power of Grassroots Movements

Grassroots organisations play a pivotal role due to their close proximity to the communities they serve. Their deep understanding of local needs enables them to develop tailored, focused, and sustainable solutions. By amplifying the voices of the marginalised and by fostering local ownership of development initiatives, these organisations act as catalysts for long-term change. Their ability to swiftly adapt to evolving challenges allows them to address pressing issues on the ground, making them essential to India’s progress towards achieving the Sustainable Development Goals (SDGs).

NGOs Driving Change

India has one of the largest networks of NGOs in the world. According to the Central Statistical Institute of India, there were 3.3 million NGOs registered in India as of 2009, translating to approximately one NGO for every 400 Indian citizens. There are 3,26,620 NGOs registered on NITI Aayog’s NGO Darpan portal as of 26 February 2025. These numbers are made up as much by large, well-funded NGOs as they are by countless smaller, grassroots organisations that often leave a profound impact on the social sector landscape while operating with minimal resources.

Stories of Inspiration and Stellar Impact

India’s social sector has evolved significantly over the years, with young and grassroots organisations playing a crucial role in tackling pressing social challenges. India Leaders for Social Sector (ILSS) is committed to amplifying the voices and visibility of NGOs doing exceptional work. Initiatives like the Pitch Fests at the India Women’s Leadership Conference 2024 and India Fundraising Conference 2025 provided a powerful platform for young organisations to showcase their impressive work. These Pitch Fests not only brought these NGOs into the limelight but also provided them with valuable opportunities to connect with potential funders, mentors, and partners. The six winning organisations received cash prizes, mentorship, and access to ILSS programs, enabling them to expand their reach and build sustainable long-term capacity.

Project Jazba is reimagining Kashmir by empowering local changemakers in the border villages of the state by fostering entrepreneurship and education, driving social and economic progress in the region. Through their efforts, they have supported over 200 entrepreneurs, including 50 women-led ventures, impacting more than 50,000 people across 30 villages. Farmers for Forests is pioneering a sustainable agroforestry model that not only enhances rural livelihoods but also aids in ecological restoration. With a vision to restore 30,000 acres of forests by 2030, they work closely with farmers to protect existing forests and regenerate barren land, creating a thriving local ecosystem that also provides sustainable income opportunities for the locals. Lighthouse Studios harnesses the power of storytelling for education and social impact. Through their Academy of Light, they train youth from under-resourced communities across India, equipping them with the skills and mentorship needed to craft compelling narratives that help them achieve their individual objectives. It also collaborates with individuals and organisations engaged in exceptional work, assisting them in expanding their reach by effectively conveying their stories to a broader audience. Shiksharth focuses on contextual education in conflict-afflicted and tribal areas of the south Bastar districts of Chhattisgarh, ensuring children gain culturally relevant positive learning experiences despite acute adversities. Their work has reached 50,000 children across more than 500 schools in 35 gram panchayats, successfully bringing 6,000 children back to school. The Led By Foundation explores and nurtures the leadership potential of Indian Muslim women through mentorship, skills training, and professional networking. Prosperiti works to reform labour laws, improve land use policies, and enhance ease of doing business in India, thus creating jobs and boosting economic growth. These diverse initiatives demonstrate as much the creativity, range, and depth of grassroots innovation in India as the crucial role they play in building an equitable and sustainable society.

Their path to creating impact, however, is often ridden with numerous challenges.

Challenges Faced by Grassroots Organisations

Grassroots organisations are essential to addressing local challenges, yet several obstacles often limit their ability to generate lasting impact. A primary hurdle is the lack of consistent funding, aggravated by recent amendments to the Foreign Contribution Regulation Act (FCRA) that restricts foreign funding, and the disproportionate allocation of Corporate Social Responsibility (CSR) contributions to the larger, well-established NGOs. Regulatory compliance is another challenge, with complex and evolving regulations requiring time, resources, and legal expertise that smaller organisations often lack, leading to serious delays in service delivery. Limited access to technology and poor digital skills often hinder their ability to connect with donors, collaborate with other organisations, and expand their reach. Financial constraints make it difficult to offer competitive compensation to attract and retain skilled professionals, simultaneously restricting opportunities for professional development and weakening leadership pipelines. Furthermore, while grassroots NGOs are deeply focused on addressing immediate community needs, many struggle to prioritise capacity building and long-term strategic planning — both essential for sustainable growth and maximising lasting impact. Addressing these challenges requires strong leadership, an unhindered flow of funds, enhanced organisational capacity, and regular upskilling of NGO workers.

ILSS Empowering Leaders to Strengthen Grassroots Impact

ILSS plays a pivotal role in strengthening India’s social sector ecosystem through a range of transformative programs. Recognising that effective leadership is crucial for the success of social sector organisations — including grassroots NGOs — ILSS focuses on nurturing and empowering leaders at all stages of their journeys. Through its flagship, The ILSS Leadership Program, ILSS equips private sector leaders with the knowledge, skills, and mindset needed to transition into the social sector, bringing valuable cross-sectoral expertise to nonprofits. The ILSS Emerging Women’s Leadership Program and The ILSS Young Leaders Program are dedicated to nurturing the next generation of social sector leaders, strengthening the leadership pipeline for NGOs. ILSS also empowers social sector leaders to tackle complex challenges and drive meaningful change through capacity-building programs focused on critical areas such as Fundraising and Digital Transformation. These programs enhance the capacity of NGOs to achieve their missions and create a sustainable future for the communities they serve.

Supporting Grassroots Organisations: A Collective Responsibility

Supporting grassroots organisations is not merely an act of charity; indeed, it is an investment in a sustainable, just, and equitable future for all. These unsung heroes form the very foundation of nation-building, addressing systemic challenges and empowering communities from within. On this World NGO Day, let us move beyond mere acknowledgement and take tangible steps to empower these organisations.

Every individual has the power to make a difference — through donations, volunteering, or simply spreading the stories of these organisations for better reach and visibility. Sustaining grassroots movements requires collective action. Stronger collaboration between government bodies, corporations, and individuals is essential to create an ecosystem where small NGOs can thrive and deliver. Together, let us champion these heroes and contribute to building a more resilient and sustainable India.

About the Author

Tapoja Mukherji
Senior Manager – Marketing and Communication

Tapoja Mukherji is the senior manager, communications at ILSS, leading the organisation’s communications efforts to ensure its message is conveyed with clarity, impact, and resonance across platforms. With two decades of experience in publishing, content writing, and editorial leadership, she previously served as the senior editor of TTIS, a leading children’s weekly from The Telegraph, Kolkata. She has a strong background in storytelling and editorial management, specialising in crafting impactful narratives, proofreading, and copy editing. She began her career as a high school teacher before transitioning into media and communications, where she discovered her passion for shaping narratives and engaging audiences.

The post World NGO Day: A Tribute to the Unsung Heroes of Social Change appeared first on India Leaders for Social Sector.