So, what can nonprofit leaders and boards do about outmoded technology? How do you break out of the “we’ve always used this system” trap, as I described in the last post? Here are some practical steps to assess and address your tech gaps, no matter what your starting point:
- Take a candid inventory of your current tech. Gather your team and list all the hardware and software your organization relies on. Which pieces are clearly past their prime or no longer supported? Which systems cause frequent headaches or work delays? This process is essentially a risk inventory for your technology, a key part of any risk management approach. (In fact, our Foundations for Growth framework uses collaborative risk inventories to spot issues like outdated tech.) By auditing your IT setup, you’ll highlight where obsolete tools are creating threats or inefficiency. Don’t shy away from the ugly truth: get those “hidden” tech issues out in the open. It’s the first step to building a case for improvements.
- Understand that tech doesn't solve everything. I am a subscriber to the lean management methodology that says technology should be applied after human-focused countermeasures are exhausted. If different people in your organization are performing the "same" task in different ways, leading to inconsistencies, by all means focus on your "meatware" -- your people -- before turning to technology. Establish clear procedures in such circumstances and require people to perform the tasks the same. It's fine if they have suggestions for improvements. It's terrific if they have suggestions for improvements. But until a process is done the same way every time, there's nothing to improve.
- Make technology improvement a strategic priority. One reason tech upgrades languish is that they’re perpetually deferred in strategic plans and budgets. It’s time to bump tech to the top of the priority list. Treat critical software and hardware updates as non-negotiable investments in your mission’s future. This doesn’t mean you must spend extravagantly; it means acknowledging that tech enables (or limits) everything you do. Incorporate technology needs into your strategic planning process so that they are reviewed and funded regularly, not just in an emergency. (Our Lean Strategic Planning approach is helpful here; it emphasizes an adaptive planning cycle that integrates risk awareness. In practice, that means the plan gets revisited quarterly, which is a perfect opportunity to ensure IT needs are being addressed before they become crises.)
- Begin with fundamental security measures. Tackling technology shortcomings can feel overwhelming, so prioritize essential actions that significantly improve stability and security. For instance, if you have old PCs running on outdated operating systems, prioritize replacing or upgrading those first. They will give an immediate boost in speed and security. Ensure all your software is supported and set to receive security updates. If not, plan a migration to something that is.
- Invest in expertise – through staff or partners. Technology isn’t just set and forget. Upgrading to new systems will only pay off if you have people who know how to implement and use them effectively. Many nonprofits struggle here because they don’t have any IT staff, or they have one person wearing multiple hats. (I will make an unsolicited shout-out here to Risk Alternatives' outsourced team at Entrusted Solutions, run now by Kim O'Brien, a woman who knows nonprofits intimately and works with them all the time for extremely reasonable prices. She runs an organization any nonprofit would be lucky to work with.)
- Tie technology requests to your mission and outcomes. One of the best ways to unlock funding for tech improvements is to reframe the narrative. Instead of saying “we need new computers because ours are old,” connect each tech investment to the impact it will make. For example: “If we upgrade our case management software, our counselors can serve 50% more clients per week and generate better data to show program results.” Speak in the language of mission delivery and outcomes, not in IT jargon. Grantmakers, especially, want to know how a capacity investment will translate into community benefit. Tying your tech plan to your mission also helps get internal buy-in – it shifts the conversation from “IT costs” to “mission investments.”
- Develop a plan for continuity and futureproofing. Finally, addressing outmoded technology isn’t a one-and-done task; it should fold into your ongoing risk management and continuity planning. Work with your leadership team and board, if appropriate, to create a basic Business Continuity Plan that covers how you’d keep operating during tech disruptions.
Embracing a Resilient Tech Posture
Notwithstanding point 2, above, technology plays a pivotal role in nonprofit resilience. Outdated tech is a challenge we can no longer afford to ignore or postpone. Nonprofits do so much with so little, often for our most vulnerable neighbors. As I have emphasized elsewhere, AI in particular can be a game changer. In fact, consider opening ChatGPT and running the following prompt:
Act as an IT expert. In that role, ask me questions, one at a time, to learn about the current technology we use at our nonprofit. Your objective is to perform an audit with me to establish where our technology needs are most pressing in order to create a prioritized punch list of potential action items ranked by factors of ease of change, cost, and positive impact.
Here’s to building a nonprofit that’s technologically empowered to weather any storm and seize the future. Your mission deserves nothing less!
