Swetha Prakash

Social Purpose Organisations (SPOs) across India are beginning to recognise the data imperative, moving from viewing data as a compliance obligation to treating it as a strategic asset that informs programme design, decision-making, learning, and other internal operations. This is a meaningful shift, from surface-level data use to deeper data adoption.  

For example, since 2023, institutions such as J-PAL and Data.org have been collaborating to train students and data professionals to expand the use of data to address systemic challenges in health and climate. Through tools like the Data Maturity Assessment (DMA) created by the Centre for Data Science and Social Impact (CDSSI) at the Indian School of Development Management (ISDM), and platforms such as ISDM DataShakti (also by ISDM, powered by Capgemini), SPOs can now diagnose where they stand in terms of data readiness and leverage open data sets for better programme design.

The need of the hour now is for SPOs to leverage these tools to assess their data readiness and work to deepen data adoption in feasible, sustainable ways, and for the sector to enable this journey.

Moving from Collecting to Using Data

One of the most striking findings from the DMA, which surveyed over 360 SPOs across India on data maturity, is the gap between intent and practice. More than 50 per cent of organisations report that data is highly important to them, while a further 16 per cent identify it as their highest priority. Yet this stated importance does not consistently translate into embedded data practices.

Rather than viewing data capacity as a binary condition, where an organisation is either data-ready or not, it is more useful to recognise that SPOs’ data maturity exists along a spectrum.

Intent alone, however, does not create capability. Building meaningful data systems requires sustained investment, a strong data-oriented culture and mindset, and appropriate staff training supported by coordinated institutional effort. For many SPOs, data systems have evolved in fragments. Monitoring and evaluation teams collect project data, finance teams track expenditures, and leadership may review dashboards periodically, if any exist. These systems do not always communicate with one another. Data often remains siloed, stored in physical files or on local computers, making it difficult to retrieve, analyse, or repurpose. As a result, while intent exists, on-ground realities continue to reflect limited data maturity.

Rather than viewing data capacity as a binary condition, where an organisation is either data-ready or not, it is more useful to recognise that SPOs’ data maturity exists along a spectrum.

Reflecting this continuum, the DMA categorises organisations into five stages: Beginner, Progressing, Emerging, Expert, and Advanced.

At the Beginner level (5 per cent of organisations), data is collected primarily for compliance and reporting. These include smaller, older, resource-constrained and community-based organisations. They typically operate in traditional sectors, such as health, gender, and livelihoods.

Progressing and Emerging organisations increasingly recognise the strategic role of data. They actively develop data skills, systems, and governance. This bracket represents 70 per cent of all organisations surveyed, showing how India’s social sector is making inroads into data maturity.

SPOs at the Advanced and Expert stage (25 per cent of organisations surveyed fell into this bracket) have a well-established data culture with robust processes. They integrate data across functions. Programmes, finance, and operations teams share data systems. Leaders actively use data to course-correct interventions, allocate resources, and test assumptions.

Building data maturity requires sustained investment in systems, tools, and people. For many SPOs, particularly smaller and community-based organisations, allocating resources to data infrastructure competes with immediate programmatic priorities. Flexible funding that recognises data capacity as core organisational infrastructure can significantly accelerate progress.

Aspects of Data Maturity

It is tempting to frame data maturity as a technical challenge, but the issue is more complex. The intersection of operational, financial, talent, and infrastructure challenges hinders SPOs’ ability to adopt data-driven practices effectively. In addition, maturity is not correlated only with size. Older organisations with larger budgets tend to do better, but younger, tech-enabled SPOs often outperform their peers in areas like data security and digital adoption. Overall, some of the critical levers of data maturity surfaced by the DMA are:

SPOs’ financial resources: Organisations with greater financial resources tend to have significantly stronger data cultures. This means funders play a central role in shaping data practices. When funding supports long-term capability, such as staff roles, training, and system integration, organisations are better positioned to embed data practices in their work. Moving beyond short-term, project-bound data requirements enables SPOs to build durable, organisation-wide data systems.

What is being tracked: Data is most commonly used for monitoring activities and reporting outputs. While this is an important starting point, data maturity requires meaningfully embedding data into everyday decision-making. This includes using data to generate insights, support learning, and inform strategic decisions. When organisations are able to connect programme data with financial, operational, and people data, evidence becomes a tool for adaptation rather than documentation.

How data is being collected: Many SPOs are actively collecting data, but operational practices are still evolving. Improving data accessibility, security, and staff training will be key to ensuring that data can be used consistently and confidently across teams. As organisations handle increasingly sensitive information, investments in data governance, secure storage, and routine staff training are becoming foundational, not optional.

What data processes look like: Building data maturity requires sustained investment in systems, tools, and people. For many SPOs, particularly smaller and community-based organisations, allocating resources to data infrastructure competes with immediate programmatic priorities. Flexible funding that recognises data capacity as core organisational infrastructure can significantly accelerate progress.

Who is managing data: Ultimately, data maturity rests on people. Developing in-house expertise requires competitive roles, clear mandates, and leadership support. When data talent is embedded within organisational teams, rather than positioned as short-term or peripheral support, its impact multiplies across programmes and functions.

At its core, data maturity is a cultural shift. The next phase of data maturity will depend on how well the sector approaches it as a shared ecosystem responsibility. Funders, intermediaries, and SPOs must work together to encourage responsible data-sharing, common standards, and collective learning.

No SPO operates in isolation, and many have overlapping thematic areas. Moreover, different thematic areas often shape and influence each other. Collaborating with peers, researchers, funders, and intermediaries allows organisations to learn faster and avoid repeating mistakes. Responsible data-sharing, when done ethically and securely, can amplify impact beyond individual programmes.

A Sector-Level Shift

The next steps for the social sector to deepen data adoption include:

Investing in people before platforms: Data maturity is not achieved by software alone. SPOs need staff who can ask the right questions, interpret data critically, and translate insights into action. This may mean hiring dedicated data professionals or upskilling internal teams through targeted training.

Using diagnostic tools to guide investments: Not every organisation needs advanced analytics or AI-driven dashboards. Tools like the DMA help SPOs identify their current stage and prioritise investments accordingly. For an organisation at the ‘Basic’ level, digitising data collection may be transformative. For an advanced SPO, improving data integration or governance may be more important.

Adopting shared and open platforms where possible: Building bespoke systems is costly and often unnecessary. Open data platforms such as ISDM’s DataShakti and Innovation platforms such as the CDSSI’s Data Science Exchange lower the barrier to adoption by offering SPOs accessible and standardised infrastructure. Shared platforms also make it easier to aggregate insights across organisations, which benefits the entire sector.

Treating data maturity as an ecosystem asset: No SPO operates in isolation, and many have overlapping thematic areas. Moreover, different thematic areas often shape and influence each other. Collaborating with peers, researchers, funders, and intermediaries allows organisations to learn faster and avoid repeating mistakes. Responsible data-sharing, when done ethically and securely, can amplify impact beyond individual programmes.

Progress will require patience, realism, and collaboration. It’s essential to keep the focus on why data matters: not for dashboards or reports, but for people and communities that SPOs exist to serve. And if the current momentum continues, it may well redefine how social impact is designed, delivered, and sustained in India.

From Depth to Volume

One way to enhance data maturity is to deepen existing data by connecting it to decisions, strategy, and learning.

Which interventions are working for whom? Where are outcomes diverging from intent? What assumptions need to be tested? When data helps answer these questions, it stops being a burden and starts becoming a tool for reflection and improvement. This shift looks like data moving from paperwork to practice.

Progress will require patience, realism, and collaboration. It’s essential to keep the focus on why data matters: not for dashboards or reports, but for people and communities that SPOs exist to serve. And if the current momentum continues, it may well redefine how social impact is designed, delivered, and sustained in India.

Delhi NCR:

The transformation made the school’s learning spaces more vibrant, welcoming and better equipped to meet students’ needs. Volunteers brought colour to 25 classrooms and six hallways across six school buildings by painting murals and refurbishing 250 sitting benches. Ahead of the volunteer day, skilled professionals completed essential repairs and improvements, including painting, washroom renovations and waterproofing of nine classroom ceilings. Five science laboratories and the library were also repainted.

To further strengthen the school’s infrastructure and resources, TELUS Digital India contributed to the installation of 10 KW off-grid solar system, and donated 30 laptops for the computer laboratories, a new water cooler, as well as sports equipment for the school’s over 1,000 students. 

“A supportive learning environment plays an important role in shaping students’ educational experiences and aspirations,” said Rajiv M. Dhand, Senior Vice President, Global Customer Experience and Trust & Safety Operations. “At Shri Gandhi Inter College, we wanted to help create spaces that inspire curiosity and give students access to resources that support their learning. By bringing together practical improvements and essential educational resources, we hope to contribute to an environment where students feel encouraged to learn, explore and realise their potential.”

Alongside improvements to the school’s physical environment, the initiative also addressed the importance of helping young people navigate an increasingly digital world. TELUS Digital India recently launched TELUS Wise in India, a volunteer-led programme designed to build awareness of online safety, security and responsible digital behaviour. This initiative helps students recognise online risks, make informed decisions and develop safer digital habits.

“Safe classrooms matter, and so does a safe experience online. Bringing TELUS Wise to India lets our team members share what they know about digital safety directly with students, and it builds on the work we’ve done to improve the school itself,” said Kapil Uniyal, Vice President, APAC & Australia, Digital Solutions, TELUS Digital. 

TELUS Days of Giving, brings TELUS Digital team members together to volunteer in the communities where they live and work. The programme reflects the Company’s global philosophy, We give where we live.

“TELUS Days of Giving are most rewarding when our team members can see what they’ve accomplished by the end of the day. At Shri Gandhi Inter College, the school is now better equipped to cultivate student success, and we hope it’s the start of a longer relationship with the school and its community,” said Iftikar Ahmed, Vice President of Operations, TELUS Digital India.

Bengaluru:

Through its partnership with the 17000 ft Foundation, UNIQLO distributed 4,000 pieces of HEATTECH thermals to students and community members in remote communities across Ladakh, where winter temperatures can fall well below freezing point.  Alongside the donation, UNIQLO members explained the technology behind HEATTECH and how the clothing can help keep them warm during the winter months.

Kenji Inoue, Chief Financial Officer and Chief Operating Officer, UNIQLO India, said, “Through The Heart of LifeWear, we are pleased to bring HEATTECH to local students and extend our support to the wider community through the colder months. This initiative reflects UNIQLO’s commitment to creating a positive impact through our business and contributing meaningfully to the communities we serve.”

The programme was attended by Deputy Commissioner of Drass Imteeaz Kacho (JKAS), LAHDC Councillor Abdul Samad, DIET Kargil Principal Khurshida Bano, alongside representatives of the 17000 ft Foundation and local education officials.

Nidhi Rastogi, Director, Marketing & CSR, UNIQLO India, said, “We chose Drass for The Heart of LifeWear initiative because of the extreme weather conditions the region faces. Through our partnership with 17000ft, we reached out to the students and community in Drass to provide warmth during the winter months, reflecting the power of clothing to make a difference in people’s everyday lives.”

The programme is part of UNIQLO’s global The Heart of LifeWear initiative, which brings clothing to communities facing difficult circumstances around the world. In 2025, UNIQLO donated more than one million HEATTECH items across 28 countries and regions.

In 2018, Tarana established her orchard through support of Anandana, the Coca-Cola India Foundation’s Project Unnati Apple, in partnership with Indo-Dutch Horticulture Technologies. The shift introduced her to high-density apple cultivation, an alternative to traditional farming that can help growers begin harvesting much earlier. While conventional apple trees can take four to eight years to bear fruit, high-density plants can start producing within one to two years.

The decision has since brought tangible results. Today, Tarana’s orchard produces approximately 400–500 boxes of apples annually. For her, the orchard represents more than a change in crops. It is an opportunity to earn from her land and see the results of the hard work invested throughout the year. As Tarana puts it, “We now get to enjoy the fruits of our own hard work, and we also get to eat the fruit that we receive from the trees.”

Growing Beyond the Harvest

In remote areas such as Arakot, where employment and income-generating opportunities can be limited, she sees orchards as a way to create work for local communities. Maintaining the orchard requires help with activities such as grass cutting and harvesting, providing opportunities for local workers, including women.

She believes this is particularly important for women, who often have limited access to independent sources of income. “For women, this is a very good initiative. First of all, they will generate their own income,” she explains, highlighting how earning through their own work can help women become more financially independent.

The way high-density orchards are designed also makes a difference. Unlike traditional apple trees, which can grow tall and require people to climb them for pruning, these plants are shorter and easier to manage. With some technical knowledge, women can comfortably prune and participate in harvesting and other orchard activities.

For Tarana, this accessibility makes apple cultivation an option worth exploring for others with underutilised land. She also sees the potential for orchards to contribute to the wider rural economy. Beyond producing fruit, cultivated land can become more visually appealing and potentially attract visitors. With farm stays and homestays gaining interest among urban travellers seeking a rural experience, orchards could open up additional avenues for income generation.

A Future Shaped by Her Own Efforts

For Tarana, every harvest is a reflection of the work that has gone into the orchard over the past year. It is also an opportunity to learn. As she looks ahead to the next season, her approach captures an important part of farming: progress comes not only from the harvest, but also from the willingness to learn, adapt and try again. What began as a response to water scarcity has given Tarana a new way to use her land, earn an income and create opportunities for other women in her community.

On Mahila Kisan Diwas, her journey highlights how access to alternative agricultural practices and technical knowledge can help women farmers build livelihoods on their own terms.

Part of the broader Project Unnati initiative, Project Unnati Apple reflects the potential of advanced horticultural practices to help farmers make productive use of their land, diversify their income and strengthen rural livelihoods. For Tarana, the promise of the orchard is simple: to see her hard work bear fruit, season after season.