Go Laadi - MS SDM Spring 2020 Studio

GO LAADLI

LEAD LIKE A GIRL M.S STRATEGIC DESIGN AND MANAGEMENT INTEGRATIVE STUDIO 1 - SPRING 2020 PARSONS SCHOOL OF DESIGN

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TABLE OF CONTENTS 1. INTRODUCTION

4. PROTOTYPE & TESTING

• EXECUTIVE SUMMARY

• PROTOTYPE PLANNING

• ABOUT THE CLIENT

• PIVOT TO DATA MONETIZATION

• OUR CHALLENGE

• SURVEY RESULTS

• PROJECT TIMELINE

2. RESEARCH

5. BUSINESS PLAN

• RESEARCH PLAN

• SUMMARY/OPPORTUNITY

• INITIAL DISCOVERY

• EXECUTION PLAN

• INTERVIEWS

• BUSINESS MODEL COMPONENT

3. ANALYSIS, SYNTHESIS & IDEATION

6. CONCLUSION

• RESEARCH FRAMING AND SYNTHESIS

• ABOUT THE TEAM

• INSIGHT BUILDING

• ADDITIONAL MATERIAL

• 3 KEY INSIGHTS

• BIBLIOGRAPHY

• IDEATION

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INTRODUCTION

EXECUTIVE SUMMARY

PROJECT OVERVIEW:

the viability of data monetization, the opportu-

This project presents findings and recommen-

nity has turned to a conversation about prioriti-

dations that the GoLaadli team has built over

zation and thoughtful foundation building. How

several months of research and design thinking.

can GoLaadli grow in a responsible and strategic

Our solution is aimed at leveraging and expand-

way that sets them up for long-term success and

ing GoLaadli’s strengths while also building the

a future based on value-driven revenue?

foundation necessary to support the founder’s long-term goals.

FINDINGS & SOLUTION: We have conducted extensive primary and sec-

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OPPORTUNITY:

ondary research in order to develop our under-

GoLaadli is an organization aimed at empower-

standing of GoLaadli. From our interviews, we

ing young women to become leaders, problem

learned two key insights that helped shape our

solvers, and change makers in their communi-

strategy. First, we learned that all of GoLaadli’s

ties. While the core of the organization is their

processes are isolated and managed directly be

annual design thinking-based Lead Like a Girl

Heera. This type of structure, though success-

challenge, GoLaadli also has several other initia-

ful for the time being, will prevent meaningful

tives that seek to achieve a number of goals: con-

scaling because the processes lack resilience

nect the participants after the challenge is over,

and redundancy. This also prevents Heera from

fundraise, and more. Their founder, Heera Shar-

focusing on areas like business strategy and fu-

ma, is the central thread connecting and keeping

ture-proofing, since much of her time is focused

the disparate pieces of the organization afloat.

presently on managing all parts of the organiza-

With her joint objectives to scale, expand to the

tion’s basic functions. The second critical insight

US, achieve financial sustainability, and explore

was that the Girl Advisory Board represented the

most valuable part of the experience for all of the

we offer a preview of considerations of what data

GoLaadli participants. All of the interviewees we

monetization could look like following a suc-

spoke with wished that the engagement lasted

cessful GAB expansion.

longer than its current 6-month lifespan, and all expressed interest in staying involved with

CONCLUSION & BUSINESS CASE:

the organization longer than they are currently

GoLaadli is an impactful organization with the

asked to.

potential to scale their size and deepen their impact. From our research and designs, we propose

These two main insights, coupled with Heera’s

a scaffolded approach that is centered around

long-term vision of being able to monetize

investing in the Girl Advisory Board. We believe

data, led us to our solution. We took a short-,

that doing so will allow Heera to divest her time

medium-, and long-term view of the strategies

and energy from the daily operations of the

that GoLaadli should consider in order to form a

organization and be able to focus on high-level

resilient bedrock that allows the organization to

growth and strategy. Expanding the Girl Adviso-

achieve the objectives that Heera has. We offer

ry Board will also create more meaningful paths

immediate next steps that aim to free up capac-

for girls to develop enduring and marketable

ity and streamline the current judging process.

leadership and data collection skills, Done well,

Looking deeper, we also outline and prototype

the future for GoLaadli will be that of a digital

how the Girl Advisory Board can be expanded

nonprofit that can not only empower strong

and strengthened; doing so will create tangible

youth leaders but also sustain and thrive through

outcomes that serve to improve leadership skills

robust data monetization.

as well as help alleviate some of the administrative burden that Heera currently faces. Finally, 5

INITATIVES

INTRODUCTION

CHANNELS

CUSTOMER SEGMENTS

Lead Like a Girl Challenge

Participants use:

73 Challenge participants

5 Winners

Zoom, Whatsapp, Social Media

7 girl advisory board participants

Girl Advisory Board

(Facebook, Instagram, LinkedIn,

13 runners/coaches

Mentorship Program

Twitter)

160+ donors

Donors/NGO:

100 volunteers

Mailchimp, GoLaadli Website, Go-

Community & family members

FundMe

Partners (Teach for India etc.)

ABOUT THE CLIENT Go Laadli’s mission is to empower young women to become problem solvers, leaders and change makers by investing in their education, providing leadership opportunities, and by catalyzing changes in social attitudes.

In April 2017, they launched The Go Laadli - Lead Like a Girl Challenge. High school girls were asked to write about the problems they thought affected girls and women in India and suggest ways to solve them. From different parts of India--urban and rural, rich and poor--girls took up the challenge, voiced their opinions, identified problems and proposed solutions. They shared their stories and those of the women and girls they spoke with.

ADVANTAGES

COST

REVENUE

1. Variety of cultures

Operations (Website, Hosting,

Running Event: $11,582

2. Proximity to tech (SF)

Zoom, Bank Fees, Branding): $475

Donors: $18,294

3. Challenge specific research

Postage & Delivery: $36

4. Global team

Scholarship: $6,928

5. Culturally rich experience

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GROWTH & SCALING 1. Optimize judging process to achieve scale.

2. Alternative/additional incentives for participation

INTRODUCTION

Measurement of impact/success:

THE CHALLENGE

The efficiency and effectiveness of the judging process will be determined by the time required by the judges to grade each submission and the quality of candidates selected.

Feedback surveys from the judges + interviews with our top candidates (along with their level of engagement and leadership in GAB + mentoring programming) should be good ways to measure both efficiency and effectiveness of the judging process.

FINANCIAL SUSTAINABILITY 1. Case for support for individual donors and corporations 2. Business Model Development Measurement of impact/success: Implementation of the strategy and revenue generation. Increased amounts of funds generated + better engagement with individual donors and corporates + increased funds generated through the business model.

EXPANSION TO THE US 1. Assessing need and potential impact of piloting the Challenge and the partnership initiative in the United States

2. Determining appropriate incentive for participation 3. Determining a revenue model Measurement of impact/success: Successful implementation of the pilot (targeting late 2020/2021) in terms of number of students participating, the impact generated and financial sustainability of the program.

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INTRODUCTION

PROJECT TIMELINE

JAN

FEB

MARCH

APR

MAY

INTRODUCTION

RESEARCH ANALYSIS, SYNTHESIS & IDEATION PROTOTYPE AND TEST

BUSINESS PLAN

DELIVERY

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RESEARCH - RESEARCH PLAN - INITIAL DISCOVERY - Business Canvas Model/SWOT Analysis

- Stakeholder Mapping

- Service Blueprint

- Journey Map

- NGO Finance Basics

- Competitive Analysis

- Data Monetization

- Small Data Monetization

- US Expansion

- INTERVIEWS

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SECONDARY (DESK) RESEARCH ORGANIZATIONAL RESEARCH

Research focused on financially/scope-capable social impact organizations examining successes and

INITIAL DISCOVERY

RESEARCH PLAN

We will familiarize ourselves with the functions and

struggles in the space

flow of the organization

Methodology: Internet, library, and direct commu-

Methodology: Internet research, written Q&A

nity research

Research Output: Content Summary, Insight List,

Research Output: Content Summary, Insight List

Journey Map Research focused on past and future trends that

Our research focused on both aligning the team to the intricacies of the design problem and unique aspects of the total

We will familiarize ourselves with the type of impact

impact movement in the space

the young women that apply to the Go Laadli Lead

Methodology: Internet and library research

Like a Girl Challenge are making in their local com-

Research Output: Visual Trend Infographic

munities

ecosystem in which Go Laadli operates. We will be combining

Methodology: Read past essay applications

ethnographic research of stakeholders that directly interact

Research Output: Content Summary, Insight List,

with Go Laadli in additional to market/historical research

Journey Map

ANALOGOUS RESEARCH: We will scan a variety of industries/companies/social activities/technological or biological processes with

into the social issues Go Laadli seeks to address, exemplar

CULTURAL RESEARCH

social innovation organizations operating in adjacent spac-

similar limitations (time-consuming entry, limited processing resources, etc.) for inspiration

es to Go Laadli, and uncovering trends that will impact Go Laadli and its participants in the future.

Research focused on the geographic area that Go

Methodology: Internet and library research

Laadli currently focused on, the cultural issues in

Research Output: Infographic

the region, the issues impacting gender equality and representation of young women, and the cultural thoughts and practices that limit or empower Go Laadli as an organization

PRIMARY (ETHNOGRAPHIC) RESEARCH:

Methodology: Internet and library research Research Output: Content Summary, Insight List

TARGET 1:

TARGET 2:

TARGET 3:

TARGET 4:

GO LAADLI JUDGES

GO LAADLI PARTICI-

GO LAADLI

SUBJECT MATTER

PANTS

OPERATING DIRECTOR

EXPERTS

Interview Goal:

Interview Goal:

Interview Goal:

tions that work a) work in India, and/or b) work with

To better understand how

To better understand how

To familiarize ourselves

participants discovered

young women

participants discovered

with the landscape and

Go Laadli, prepared for Go

Methodology: Internet and library research

Go Laadli, prepared for Go

trends influencing social

Laadli, and the impacts

Laadli, and the impacts

impact organizations

afterwards

afterwards

SOCIAL IMPACT RESEARCH Research focused on similar social impact organiza-

Interview Goal: To better understand the judging process, judge motivations, and to learn from success/failure experiences

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Research Output: Content Summary, Insight List, Landscape Map

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RESEARCH

STRENGTHS • Community and leadership focused • Positive participant experience and impact (including mentors and judges)

INITIAL DISCOVERY

• Passionate founder • Network based on strong personal con-

LEAN CANVAS & SWOT ANALYSIS

nections

• Collective intelligence of team

WEAKNESSES • Hands on founder • Unclear prioritization / trajectory of goals • Lack of financial stability pipeline

At the beginning of our process we workshopped a business model canvas with Heera to determine

• Geographical limitations and separation (of

areas of opportunity and growth. From these first initals meetings we also developed a SWOT analysis

founder from program / participants)

to identify strengths, weaknesses, opportunities, and threats related to the business.

• Missing systematic method to collect feedback and measure impact

PROBLEM - Fundraising - Expansion to U.S. - Growth & Scale

SOLUTION - Running

VALUE PROPOSITION

UNFAIR ADVANTAGE

- GAB

Localized empowerment of

- GAB

- Research Individual Donors

- Mentor Program

young girls that help build

- Global Team

- Local Schools, Universities

- Challenge &

the team which spans socio

Scholarship

economic and geograph-

- Personal relationships with the girls - Challenge specific research

ical boundaries to impact

KEY METRICS - Amount of $ Raised - Number of girls, schools

change.

CHANNELS

- Communities, Family Members, The Girls Volunteers, Employers - Partners - teach for India

- Zoom, WhatsApp, SM (FB, Instagram, LinkedIn, Twitter) - Website, Emails, GoFundMe

- % of girls coming from

- Donors -mailchimp, schools,

low-income backgrounds

GAB Advocates, NGO Com-

- Impact of program on girls

munity

• Siloed functions within the organization

CUSTOMER SEGMENTS

- Impact on community - Survey judges/mentors

OPPORTUNITIES • Scale engagement program beyond high school to college and employment

• Create opportunities for participants to operationalize / implement their projects

• Create internal networks to connect functions of the organization

• Create an owner’s manual

THREATS

• Restructure organization (e.g. delegation)

• Geographical barrier will be too large to overcome over time

COST STRUCTURE

REVENUE STREAMS

• Passion runs out

- Website + Technology

- U.S. Individual Donors (Volunteers go on to become donors)

- Mailing, COmmunication, Zoom Meeting, Brand assets (Cards)

- The Running Event + GoFundMe created for the event)

• Lack of dedicated funding / cash flow and

Bank Fees, Squarespace - The Scholarship

increasing costs of scaling

• Volunteer burnout in an already small pool of volunteers

• No auto-pilot processes within the org.

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RESEARCH

INITIAL DISCOVERY

COUNCIL OF ADVISORS GIRL ADVISORY BOARD FACILITATORS

DEFINING ALL OF THE STAKEHOLDERS

In addition to engaging girls in our decision making through structured discussions and curriculum, one of the key activities of our girl advisory board is leadership workshops and seminars facilitated by industry experts.

Erin Creuz Mentoring expert

Melinda KerinsDebbie Nyugen Lana Jelenjevwebsite + Mentoring expert GAB marketing strategy

OTHER PRO BONO EXPERTS

Pam Coffey

Ann Daniels

Mary T. Tierney

GO LADDLI GIRL ADVISORY BOARD

BOARD OF DIRECTORS

At the beginning of our prcoess it was also necessary to figure out all of the stakeholders involved and map out the

Alyssa Khan Budgeting and Financial Forecasting

Liane FujiBranding

Jinha ServaisGraphic Design

Vaishnavi Singh Tushita Srivastava Ann Marie Runnels Survey Design and Impact Evaluation

Sari Harrison- Lead Like a Girl Challenge video workshops

cruits judges for the challenge and mentors to guide the to join the GoLaadli Girl Advisory Board where they participate in leadership workshops with GAB facilitators. These

160+ DONORS?

Vinay RoyCompetitive Analysis

Susan Spinell

Heera

he irl et av a G ber e sh er o b em nn ity t d m i ar lw n Al ortu Bo p ry op viso Ad

m tea ing unn es r iz n a org

IN-KIND SUPPORT

Connects GoLaadli with their network of schools, partners and facilitators.

Act as point sources to explain the Challenge and encourage their students to participate

COACHES- RICK SWENSON, DANA MOSER

help and guidance of her council of advisors, pro-bono ex-

Runners - kumar, pushkala, archana, mukul, karthik, divya, sneha, ellyn, ashwini, anisha, harsha

U. Arunadevi

Pallavi TVS

Mannat Bahl

Kamiya Raina

Somya Khanna

Shreya Mallick

Dishita Gupta

Kriti Gupta

GO LAADLI MENTORS Winners of the Lead Like a Girl Challenge are matched with mentors. Mentors work with mentees on goal setting, leadership development, education and career exploration thus providing access to opportunities to young women to develop their confidence and leadership, graduate from college and ultimately become leaders and changemakers

PARTNERING TEACHERS (2018 & 2019)

Heera. In addition to these connections, Heera also has the

Shubhangi Mittal

GO LAADLI WINNERS

RUNNERS

workshops and all of the planned activities are organized by

perts and connects with her donors annually. The key take-

Girl Advisory Board influences decision making

Gaurav Parmar

connects to partnering teachers in India that present the

future winners. Winners and participants have the option

Girls voices are heard and their inputs incorporated in creating programs that more accurately reflect their needs and wants. GAB aims to take girl leadership to a new level

Nicole CruzSurvey Design

larger GoLaadli community. This starts with Heera who challenge to their students. Along the way Heera also re-

PODCAST?

Vaishnavi Singh

K. Gayathri

Sonaa Raghuraman Anupam Ganesh

Monika Reddy

Lakshmi Thayar

Tushita Srivastava Divya Bharati

Deepika Varadarajan

Rasika Gandhi

away we got from this activity is that the founder has become the touchpoint for all functions which can be a barrier

Shweta Khurana

Vidhi Oberoi

Radhika Gangula

GO LAADLI MENTEES/ PARTICIPANTS

Shailaja Keely

to future expansion.

Guided and worked directly with students throughout the participation process.

U. Arunadevi

Vaishnavi Singh

K. Gayathri

Sneha Pitre

GO LAADLI JUDGES ALL Judges are volunteers and they can apply through the GoLaadli website

Akshay Bhole

Ridhima Gupta Shalakha Jain

Srikant Vallabhajosula Tushita Srivastava Divya Bharati

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Indhu Krishna Sivaramakrishnan

Herpreet Thind

Soumya Natarajan

Amit Goel

Mala Garg

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RESEARCH

INITIAL DISCOVERY

THE JUDGES JOURNEY

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One area where Heera’s influence and involve-

process is lengthy and time-intensive. What’s

ment is evident is the judging process. Current

more, the service blueprint below also reveals

GoLaadli judges know Heera personally and

that Heera is involved at every touchpoint and

are moved by the organization’s mission. They

every conversation. Heera also gathers all of

find tremendous value in forming connec-

the requisite materials and is personally in-

tions with the girls’ challenge submissions and

volved in reviewing and synthesizing feedback.

stories, but internal review and research into the judging service blueprint revealed that the

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RESEARCH

INITIAL DISCOVERY

A PARTICIPANTS JOURNEY

RESEARCH

viate added work for Kelly and could potentially

experience through the Lead Like a Girl Chal-

benefit the judges who review the applications,

lenge. In this example we can see Kelly’s journey.

by making them legible or easier to read. Also

From the journey we see a range of emotions that

reducing any repeated questions may make this

Kelly is going through when completing the ap-

application process simpler. In the final step of

plication. There are areas for improvement such

the application, Kelly is asked to summarize the

as simplifying the process. Kelly has multiple

previous 10 questions asked from the application.

channels that she needs to interact with, first she

Is this necessary? Especially considering how

hand writes the application, then she needs to

much time judges are already spending thor-

scan the application in order to email in the sub-

oughly going through each application. These

mission. This process can easily be streamlined

minor enhancements may have major impact on

to one channel. Simplifying the channel will alle-

the entire process and those involved.

SOLUTION

BUDGET & IMPLEMENTATION

FEELINGS

ACTIVITIES

IDENTIFY A PROBLEM

This is a journey map of a Go Laadli applicants

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RESEARCH

INITIAL DISCOVERY

“I think it would make the judges feel much better and more involved. If they had a better connectivity with what happened in the later stages.”- judge

NON-PROFIT FUNDRAISING

Private Foundaitons CURRENTLY DOING THIS?

SHOULD GOLAADLI DO THIS?

CURRENTLY DOING THIS?

SHOULD GOLAADLI DO THIS?

GO LAADLI

“If she's not already done it, create a good value proposition document for her donors, so she can get people from outside the community as well, to be able to donate” - judge

Operating Expense: $513.50 website, zoom, mailing, bank fees, brand assets

Sponsorships SHOULD GOLAADLI DO THIS?

CURRENTLY DOING THIS?

SHOULD GOLAADLI DO THIS?

SHOULD GOLAADLI DO THIS?

?

* How do we gain access to funding in India?

e

e xp

rts

,5

0v

ol

s

SHOULD GOLAADLI DO THIS?

* Donations from the running team are not repeated * Only those who know Heera personally are repeat donors * How do we appeal to these donors?

y, Asha for Education

In-Kind Fundraising and Media Sponsorships CURRENTLY DOING THIS?

SHOULD GOLAADLI DO THIS?

Fe

m

in

ist

CURRENTLY DOING THIS?

nolog

Cause Martketing Sponsorships

$95,400

to T ech

SHOULD GOLAADLI DO THIS?

?

ach

CURRENTLY DOING THIS?

pro

SHOULD GOLAADLI DO THIS?

Fundraising with Email

Ap

CURRENTLY DOING THIS?

, 50+

pro

bo

no

$11,582

Runs Walks and Rides

ing which foundations are the best fit for your org.

or

into refining your story/elevator pitch and research-

at

ceed in this route you need to heavily invest your time

ilit

$90billion to non-profits in the US. In order to suc-

fac

“you can also start getting funds from people in India as well. There are many organizations in India that just like the US, they have a CSR goal. Corporate Social Responsibility, and you have to give x percentage of your profits to a CSR activity.”- judge

AB ,G

corporartions which in 2018-19 gave approximately

u

CURRENTLY DOING THIS?

Fundraising Across Generations

e

governement grants and corporate sponsorships. It

SHOULD GOLAADLI DO THIS?

* Heera mentioned this is difficult

nt e

Major Individual Donors

RA IS ED

8 7.5 ,46 31 :$

tains donors that are a bit harder to attain such as

NON-PROFIT ESSENTIAL CRM database currently Heera only has a basic excel sheet for her 160+ donors (close friends, family and previous volunteers)

g

$18,293.94

Government Grants

CURRENTLY DOING THIS?

jud

CURRENTLY DOING THIS?

* Consider developing a social media plan

the long run. The second layer of fundraising con-

also includes larger donors such as foundations, and

Social Media and Crowdfunding

Direct Mail CURRENTLY DOING THIS?

SHOULD GOLAADLI DO THIS?

rs -

of small/individual donors that you can depend on in

CURRENTLY DOING THIS?

s uest sts g school c ontacts, podca

fundraising which focuses on creating a large base

SHOULD GOLAADLI DO THIS?

rs, a nd

donors. Surrounding this are are forms of grassroots

CURRENTLY DOING THIS?

che

collecting, storing and analyzing data on all of your

SHOULD GOLAADLI DO THIS?

es, tea

gram we have a CRM database which is essential to

CURRENTLY DOING THIS?

?

“she's applied for the Gates Foundation Scholarship …and she's won. There is something that she's doing that's quite unique in terms of how she's able to navigate the Indian education system, and have all of these kids from different schools and different cities, participate in the challenge so her network I think her ability to get a strong network in India is growing, and that's that's really, I think a lot of people would find that very interesting, particularly if they are from the Indian subcontinent.”- judge

practices and exemplars. At the center of our dia-

Community Foundations

SHOULD GOLAADLI DO THIS?

Gates Foundation?

We also conducted research on NGO fundraising best

* Yearly donor email marketing campaign and updates Event Based Fundraising

Year End, Membership Campaigns

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Hrid

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RESEARCH

An important source of discoveries around the

- The organizations make concerted effort to

future potential of Go Laadli was uncovered by

tell the story of the recipients of financial sup-

examining the successes of similar organizations

port; a clear story is conveyed of how the support

operating towards the same set of goals. Through

changed the life of the recipient

this analysis several key points were uncovered:

- By partnering with other NGOs that already

INITIAL DISCOVERY

- Donation dependent larger organizations have

work with underserved communities, Go Laadli

COMPETITIVE ANALYSIS

dedicated donor relationship management roles

could utilize the work of that organization as a

inside the organization that provide regular up-

vetting process for participants, helping to re-

dates to donors to share the impact and value of

duce the hours judging/selecting recipients

their donations

DETAILS MISSION

Founded: 2012

Founded: 2011

Founded: 2011

Founded: 2011

Founded: 1992

Location: New Dehli

Location: New York

Location: Pune, India

Location: New Dehli

Location: Colorado

Mission: To enhance the lives of disad-

Mission: Trains, mentors, and inspires

Mission: Empower rural women by

Doubtless, education is the most pow-

Mission: Address gender inequality and

vantages children and women, and to

high school girls to become the next

providing them with education, skills and

erful catalyst for social transformation

ensure young women in particular those

offer a positive direction and a healthier

generation of female leaders

resources they need to become economi-

but child education cannot be doen in

at high risk of trafficking, child marriage

cally independent

isolation.

and other exploitations - have equal

approach towards their life

access to opportunity

OFFERINGS

Remedial Education Centers for street

Empowers Women - training and leader-

Literacy, gets young girls enrolled in

Provides education to children in un-

Gives scholarships and trainings to

children and dropouts

ship conferences for high school girls

school, gives women legal literacy, gets

derprivledged communities, gives basic

young women, educating boys on gender

Distributes educational toys and books to

Funding - to address pressing societal

women involved in local government and

healthcare to underserved and rural com-

equality and teaches them how to better

underpriviledged children

issues

leadership

munities, provides workshops and advice

support the women in their lives, pro-

to women to promote rights awareness,

vides grants and endowments to women

supports communities impacted by natural

driven social impact NGOs

disasters

FUNDING

DIFFERENTIATORS

Funding: Donations, Fundraising, Celebri-

Funding: Donations, University sponsor-

Funding: Grants, Donations, Fundraising,

Funding: Grants, Donations, Fundrais-

ship, Grants

Corporate Sponsorship

ing, Corporate Sponsorship

1) A program manager focused on turn-

Social impact projects themselves are

Ashta no Kai partners with a Japanese

Smile foundation is essentially a con-

Shadika supports women directly but

ing the positives imapcts of the program

funded by the HERlead, allowing for the

University for fiscal support, cultural ex-

glomerate of NGOs working towards sim-

also is part of a larger network helping

into stories for donors

young women to lead their concepts and

change and study abroad opportunities

ilar goals that are wide and far reaching,

other organizations that are women-driv-

2) A donation manager responsible

bring them into reality and impact their

for Indian women, and also for access

trying to address a vast array of social

en and or helping women in need to find

for managing, informinf, inspiring and

communities

to a reoccuring pool of social minded

problems in India

funding, share resources and combine

cajoling donors

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Funding: Corporate sponsorship, grants

ty Endorsement, Grants

volunteer college students

strengths.

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RESEARCH

INITIAL DISCOVERY

SMALL DATA MONETIZATION

UNCOVER

BUILD TRUST

Small Data has a combination of quantita-

A trusted relationship between data

tive and qualitative characteristics that can

seller and buyer has to be established,

uncover causation in ways Big Data cannot

which can take substantial time.

Creating a small business around the monetization of data gathered by the Go Laadli participants in the course of their social innovation projects was identified. However, building this type of business would require that Go Laadli gain three new capabilities.

First, the ability to gather quantitative data along with qualitative data, which if done by the Go Laadli participants would require training.

Second, the ability to find the relationships between the data points, and to posit their causation or correlation to define why the small data gathered is valuable or actionable.

Last, finding a business partner interested in buying the data is dependent upon trust in Go Laadli, established either by a relationship between the business leaders of other organization, or by proving a stringent and trustworthy methodology for data gathering.

CORRELATE Small Data cannot be delivered as data alone, but has to be processed for connections / causation / correlation and this capability has to be learned and developed

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RESEARCH

INITIAL DISCOVERY

Challenge

Leadership

U.S EXPANSION/MARKET Participants

Mentors & Judges

Network of

Funding

Partners

INITIAL THOUGHTS California is the most populous state and Los Angeles and San Francisco are the top 5 most populous metro areas

Nearly 5.4 million South Asians

for South Asians (primarily Indians)

live in the United States

EXPAND LEADERSHIP

NETWORK

Expand the leadership team in the US (those

Build a community within the larger South

who can be trained by and can report to Heera)

Asian-American community, with several professional, social and non-profit / philanthropic organizations that could help Heera to build a

ACQUIRE FUNDING /

US chapter of volunteers / partners

LARGE DONORS

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3.1 million people in the United

Education levels and

There are 300+ Indian

States of America (making up 1%

income levels for South

NGOs with partnership /

of the US population) are NRIs or

Asians on average tends

support from American

Non Resident Indians.

to be in the top 10-30%

institutions or NRIs

Major donors will likely be closely tied to owner

CONNECT

/ founder initially (as the organization scales);

Connect with successful South Asian wom-

since Heera lives in the US, it’s more likely that

en (could start with non-resident Indians)

larger / corporate donors might be more attain-

through marketing or professional networks to

able in the US as well

join GL as mentors or judges.

31

RESEARCH

CINDY | GO LAADLI JUDGE Joining Go Laadli aligned with Cindy’s cause, to educate young girls.

INITIAL DISCOVERY

Speaking about her experience as a judge Cindy says, “I felt the process a little long in that there were only

INTERVIEWS

a few judges and we had to go through many, many,

PRIMARY (ETHNOGRAPHIC) RESEARCH: TARGET 1:

TARGET 2:

GO LAADLI JUDGES

GO LAADLI PARTICIPANTS

Interview Type: Teleconference Interview Interview Time: 60-90 minutes Interview Style: Relaxed discussion

Interview Type: Teleconference Interview Interview Time: 60-90 minutes Interview Style: Relaxed discussion

Interview Goal: To better understand the judging process, judge motivations, and to learn from success/failure experiences Interview Output: Transcript, Content Summary, Video Summary

Interview Goal: To better understand how participants discovered Go Laadli, prepared for Go Laadli, and the impacts afterwards Interview Output: Transcript, Content Summary, Video Summary

I think before she starts working with other countries and kids with other language issues and so on and so forth. Let’s get, over the next four or five

many different applications, and to really do a good

years, let’s get the plan of ac-

job you have to spend an hour, two hours of reading

tion in India done very strongly

through it, because otherwise you don’t do them justice.”

Cindy also expressed the constraints with the time difference between her location in the U.S. and India.

Part of the final judging process involves interviewing the applicants and coordinating their times, it “didn’t quite work out with schedules because…15 - one hour segments” at a time need to be committed.

In considering the nature of the judging process and allowing for equal opportunity for all applicants Cindy says, “I don’t think you can be as unbiased because you’re reading these things, one after the other. If...one of them is clearly is in from a child who doesn’t have

TARGET 3:

TARGET 4:

English as a primary background of education, and one

GO LAADLI OPERATING DIRECTOR

SUBJECT MATTER EXPERTS

does…. you’re going to tend to be understand this bet-

Interview Type: Teleconference Interview Interview Time: 60-90 minutes Interview Style: Relaxed discussion

Interview Type: Teleconference Interview Interview Time: 30-60 minutes Interview Style: Expert Interview / Question-based

Interview Goal: To better understand how participants discovered Go Laadli, prepared for Go Laadli, and the impacts afterwards Interview Output: Transcript, Content Summary, Video Summary

Interview Goal: To familiarize ourselves with the landscape and trends influencing social impact organizations Interview Output: Transcript, Content Summary, Video Summary

ter…. you know as much as we are trying to be unbiased I think it’s very difficult to do that.”

When asking Cindy about Go Laadli’s expansion Cindy was cautious about the effort, stating Heera needs to consider the following: “I think before she starts working with other countries and kids with other language issues and so on and so forth. Let’s get, over the next four or five years, let’s get the plan of action in India done very strongly”.

32

*note all interviewee names have been changed for privacy

33

RACHEL | GO LAADLI MENTOR A mutual friend of hers and Heera introduced them and Rachel was very interested in the work Heera was doing with Go Laadli and wanted to get involved. She had a lot of relatable experiences to that of the organization, she goes on to say, “I went to school in India, I actually grew up there.

So when I was doing my undergrad, I was involved with a similar organization; I actually was involved in mentorship. I have had experience with that and seen how amazing it can turn out. So I just wanted to do the same thing.” Rachel is now a mentor for the girl’s in the Go Laadli organization.

Rachel believes in the mission and goal of the Go Laadli program, she sees opportunities to scale and grow the initiative. “I think this mentorship program is going to increase in its size. Having more mentors and mentees. I know Heera is trying to fundraise for this program and other programs a part of the organization. I hope she does get the funds that she needs because I really hope that this becomes a bigger program. I see these girls benefiting from this mentorship in many ways. In realizing their interests to how important it is for them to be independent. I really hope they get the guidance that they need.”

When asked about the potential of her mentoring more than one Go Laadli girl, Rachel was very receptive and open to the idea. “There is easily room to mentor 2 girls at a time. I think if we can somehow tackle the time lag situation, it’s definitely possible.”

Rachel did mention that the time difference is a pain point in the mentorship program.

“The one thing that I have discussed with Heera in the past is the time difference from here and India.

I feel like when we [Rachel and mentee] do have to cancel our sessions it’s mostly because of that.

Weekday’s it’s impossible to schedule calls”.

34

*note all interviewee names have been changed for privacy

There is easily room to mentor 2 girls at a time. I think if we can somehow tackle the time lag situation, it’s definitely possible.

Digging into Sonya’s experience with the GAB, she had a lot of positive things to say, but that doesn’t come without some disappointment that the GAB sessions were ending. “It was really fun for all of us- by the end of the last workshop we were all like ‘This should not end, this should continue’. Each one of us learned something new, got to shed our fears...”

GAB has a powerful impact, Sonya described the experience as leaving her with, one major thing that she took away - confidence. “I am a person who likes to meet different people...when it comes to myself, I don’t like talking a lot, these workshops helped me in gaining confidence.”

through on their Lead Like a Girl Challenge solutions. That is not a simple task, she says, “The thing is, we would need somebody (like an organization) to keep us together or to guide us because there has to be a backing source if we were to continue with it. So we would need some support from somewhere to do it”

“The thing is, we would need somebody (like an organization) to keep us togeth-

PAYAL | GO LAADLI APPLICANT & GAB PARTICIPANT SONYA | GO LAADLI APPLICANT & GAB PARTICIPANT Go Laadli’s initiative is revered throughout the Indian school systems, Sonya went on to say that, “Everyone in the school knew about [Go Laadli] and people were praising [Heera] and all of that -it was then that we got to know how prestigious this platform this and how good this challenge can be.”

While there is always room for improvement, when asked about the GAB program pushing the envelope and finding productive and exciting sessions, like creating a design project, Sonya replied by saying, “Sometimes these workshops got a little boring because the facilitator shares a lot of stuff with us.

That can get monotonous sometimes. What I wanted more was more ice breaking sessions. wanted a little more fun activity to be there to make it a little more light and fun because we were discussing such serious topics.”

Payal is an applicant of the Lead Like a Girl Challenge. Her participation with GAB was a short stint and left her feeling like she didn’t want it to end. “By the end of the last workshop, we thought this should not end, this should continue... we were all very happy, we all learned something new and shed our fears…”

The diversity and connection of all these girls brought about shared views and different opinions which enlightened all the girls. Payal says, the strong impact of the GAB workshops had on participants left them wanting more opportunities such as “the Daring workshops we had, they were very good so we could have increased the number of those workshops”.

Looking more into the GAB’s possible workshops Payal felt that the girl’s were not able to follow

er or to guide us because there has to be a backing source if we were to continue with it. So we would need some support from somewhere to do it”

35

ANALYSIS, SYNTHESIS, IDEATION - RESEARCH FRAMING AND SYNTHESIS - INSIGHT BUILDING - 3 KEY INSIGHTS - IDEATION -Implementing the challenge

36

- GAB ideas

- 2x2 Level of Impact

- Timeline of Ideas

37

ANALYSIS, SYNTHESIS AND IDEATION

RESEARCH FRAMING AND SYNTHESIS

FINANCIAL STABILITY ELEMENT

BEFORE MOVING ON TO INSIGHT BUILDING WE FRAMED OUR RESEARCH INTO 5 KEY AREAS OF EXPLORATION

Endowment

SOURCE

KEY OBSERVATIONS

INSIGHTS

National Association for

Has some publicly available materials

Gather and synthesize insights / data

NGOs

that might be helpful to small organiza-

for Go Laadli / Heera

tions

Research was conducted through an internal and external lense across five key areas. This allowed the team to effectively prioritize time and focus

Year End Campaigns

while ensuring a broad view of the environment.

Nonprofit

I think it would make the judges feel

Connect with people on an ongoing basis

Fundraising 101

much better and more involved. If they

and share the impact of your work and

had a better connectivity with what hap-

their support.

pened in the later stages.”- Judge

FINANCIAL STABILITY

SCALABILITY

INTERNAL

INTERNAL

EXTERNAL

EXTERNAL

NEW MARKET ENTRY EXTERNAL

Inputs:

Inputs:

Interviews

Interviews

Secondary research

Secondary research

Internal documents

Leading practices

Leading practices

Secondary research

FOCUS

NGO BUSINESS

Nonprofit

“If she’s not already done it, create a

Create deep engagement with

Crowdfunding

Fundraising 101

good value proposition document for

future donors

her donors, so she can get people from outside the community as well, to be able

Inputs:

Leading practices

Social Media and

to donate” - Judge

CRM

Nonprofit

Heera currently uses a basic Excel

Document current donor, contribu-

Fundraising 101

spreadsheet to track her donors

tions and outreach efforts

Cause Marketing /

Nonprofit

You can gain funds from people/compa-

Company does well by enhancing

Sponsorship

Fundraising 101

nies in India that have a CSR goal - Judge

its image, while a nonprofit benefits through additional income

FUNDAMENTALS INTERNAL

Inputs: Interviews Website

EXTERNAL

Inputs: Secondary research

Internal documents

38

39

ANALYSIS, SYNTHESIS AND IDEATION

NEW MARKET ENTRY ELEMENT Mentors

RESEARCH FRAMING AND SYNTHESIS

SOURCE

KEY OBSERVATIONS

INSIGHTS

Interview - Mentor

There is a strong mentor network in the

Marketing the mentorship program

US, with folks who’ve had their schooling

might lead to a larger US network

in India)

that might enable funding and scale

Fundraising

Expansion to the US

Secondary research -

There are a handful of Indian charities

Entering into those networks could

South Asian Networks

that are based in the US or have US

introduce Heera/ GL to potential

(e.g., SAALT, CRY)

based chapters

partners and donors

Interview: Judge

There is more opportunity for expansion

“there is so much opportunity that

in India

is untapped, I think before she starts working with other countries and kids with other languages.”

FOCUS

SCALABILITY ELEMENT Content Creation

SOURCE

KEY OBSERVATIONS

INSIGHTS

Content Creation

Developing instructional videos and

High school girls need support

Interview: Participant

Judging

Interview: Judge

self-service guidance for the challenge

across challenging business

will be helpful

concepts

Streamline judging process

ELEMENT Vision

SOURCE

KEY OBSERVATIONS

INSIGHTS

Interview: Heera

There exist benefits to developing a clear

We might be able to co-create /

vision and 5 year roadmap

provide a document to Heera to help prioritize and track milestones

Judges currently spend 20+ hours review-

Challenge / program

Interview: Heera and

Heera creates and shares materials /

We might be able to compile these ma-

ing applications

content

mentors

exercises for mentors to work on with

terials / exercises and create a workbook

their mentees

manual that can be monetized or shared for brand awareness

The Challenge

Interview: Judge

Re-evaluate challenge

Current challenge form has repetitive questions and a city girl who attends an English speaking school has an advantage over village girl

Organization design

Interview: Heera, men-

Heera is the first point of contact across

Create communication networks /

tors, participants

all roles, she’s also creating materials,

best practices between roles.

collecting feedback and tracking prog-

Allow Heera to delegate some re-

ress on a one-on-one basis

sponsibilities and steamline feedback collection process

40

41

ANALYSIS, SYNTHESIS AND IDEATION

Women/girls

Illiteracy

Differences & Demarca-

ANALYSIS

tions

INSIGHT BUILDING

Education Villages

Cities

FACTS & OBSERVATIONS - All 7 GAB members come

a lot of people around me who

- On girls from villages vs.

from well-off backgrounds

are experts in a given area.

citites “clearly the audience

Experts Teachers

is differenct and clearly thier - In India, women make up

- All participants interviewed

opportunities and their abil-

68% of illiterate adults

have discovered the program

ities to be able to respond are

through word of mouth.

different ...maybe create two

- One GAB member described

streams of thought one for

that all 7 GAB participants

- Judges stated that they be-

kids who are in the villages

were from well-off families

lieve there are unequal advan-

who dont have English as in

and while the 1 lakh is mean-

tages for applicants.

primary language and the then

inful, it owuld have much

Resource access

- One participant first dis-

more benefitted by english as

are in financial need

cussed her topic idea with a

a primary language...make it

teacher and the teacher told

also fairer, I think in terms of

her how to research it.

the evaluation process.”

Challenge

Unequal

one for children who are much

more impact on the girls who

- “Clearly there was a de-

English schools

Advantages

Well-off

kids who were educated in an

- if girls are in a city they

- I dont think you can be as

english school and kids who

might have a better idea of

unbiased because you’re read-

were educated in a non-en-

what to do...the challenge be-

ing these things one after the

glish school, so maybe a gov-

comes easier

other. If one of them is clearly

ernment school in the village

42

from a child who doesnt have

because their ability to be able

- The judges try to do a good

a English as a primary back-

to express themselves was

job of making sure they are

ground of eduaction, and one

very different.”

not judging on the ability to

does you’re going to tend to

communicate the problems

understand this better...you

- If i were in a village, my only

but “unknown biases do creep

know as much as we are trying

interaction for this challenge

in”

to be unbiased I think its diffi-

become easier

Location

marcation between getting

is my teacher and I dont know

Opportunity

background

Word of mouth

Language Education

Unknown biases Difficult

Judging LLAG challenge

cult to do that.

43

ANALYSIS, SYNTHESIS AND IDEATION

SYNTHESIS

KEY INSIGHTS During our research process, we interviewed various key stakeholders in the Go Laadli organization, including judges, mentors, and participants.

Among the participants we spoke to, one theme we heard repeatedly was around a positive experience with the Girl Advisory Board.

Participants highlighted that it was the most enjoyable, most memorable, and most rewarding aspect of the program. They also stated a desire to extend the Girl Advisory Board experience to be longer than its current six months. The pattern that emerged from our conversations with participants led to our first key insight.

44

KEY INSIGHT: 1

The Girl Advisory Board is the most valuable experience

45

ANALYSIS, SYNTHESIS AND IDEATION

SYNTHESIS

KEY INSIGHTS As we explored the structure of the organization and spoke with various volunteers about their roles, we learned that the volunteers are fairly siloed within their roles and that there isn’t currently much of a relationship between individuals in different roles. We also found that there isn’t an infrastructure that allows foundational and essential processes to operate on their own. As it stands, every process is individually and manually completed rather than a seamless flow of automated processes. Our findings about the roles of volunteers and the nature of their processes led to our second key insight.

46

KEY INSIGHT: 2

Processes are isolated

47

ANALYSIS, SYNTHESIS AND IDEATION

SYNTHESIS

KEY INSIGHTS Another theme we heard repeatedly throughout our interviews with individuals in various roles was related to the nature of the Lead Like a Girl challenge. We heard high praise in regards to the structure and requirements of the challenge and how it really gives these young girls an opportunity to explore their potential, think outside the box, and explore new ways of thinking about problems. The feedback we heard about the challenge led us to our third key insight.

48

KEY INSIGHT: 3

Design thinking elements add unique value to the challenge

49

ANALYSIS, SYNTHESIS AND IDEATION

If GoLaadli can grow the Girl Advisory

IDEATION

IMPLEMENTING THE CHALLENGE THE WINNING SUBMISSION GAB selects one of the applicants’ ideas to pursue

Board, there exists a community and structure to potentially implement the design challenge

Advance the ideas into action and strengthen GoLaadlis brand identity/narrative

PHASED MATURITY Short term: evolve solution with group by deepening phases of design thinking Long term: actualize solution in one (or more) of the girls’ local communities

Implementation of ideas would propel Go Laadli’s mission forward by putting these girls in real

CONSIDERATIONS:

leadership, changemaker positions

Time commitment/interference with academics - typically very heavy academic course load for girls during the time they are participatingin the challenge

Driving real change in society might open doors for additional funding

50

51

ANALYSIS, SYNTHESIS AND IDEATION

EXTEND THE GAB Extends the part of the GoLaadli challenge all participants describe as the most valuable

IDEATION

piece of their experience

GAB IDEAS

• Leadership opportunities • Sense of community

In the time of COVID-19, the formation of a dig-

hosting challenges, distance learning, and more.

• Extension of valuable conversations

ital-first community for developing strong girl leaders can be a differentiator for an organization

Two important considerations that emerged

like GoLaadli. Expanding the Girl Advisory Board

early on were that 1) girls would not have enough

serves as the foundational step for a short- and

time to focus on additional GAB duties because of

Creates the bedrock for other ideas as well,

long-term view that is focused on the success and

their academic commitments, and 2) there would

such as implementing the design challenge

scaling of GoLaadli. First, it extends what every

need to be additional resources in order to train

and scaling the program

single participant identified as the most valuable

the girls and extend the GAB. From our initial

part of their GoLaadli experience - being able

conversations with former Girl Advisory Board

to meet other girls from across India and speak

members, we believed that these were not true

with candor and optimism about their commu-

obstacles but knew that we wanted to prototype

nities and social issues. GoLaadli can build upon

an early idea in order to test its validity.

BEDROCK OF IDEAS

DIGITAL LEADERS Become leaders in a time where online com-

its current remote, digital structure to connect

munication and collabortion is becoming

girls from across the country (and eventually, the

more essential

world). Second, it creates the channel by which GoLaadli can continue to develop female leaders.

The current curriculum can continue to evolve, eventually scaffolding leadership skills that can build upon previous lessons and experiences.

Finally, GoLaadli’s digital environment also pro-

Structure Board for self-governance Social media community for communication and connection

vides the natural playground for GAB participants

Considerations:

to develop digital-first leadership skills that will

Time commitment

only serve to differentiate them in the long run.

Necessary resources

This includes running digital organizations, creating social connections and communities online,

52

53

ANALYSIS, SYNTHESIS AND IDEATION

IDEATION

2X2 MAPPING THE LEVEL OF IMPACT In order to compare the different ideas in a consistent format we developed this 2x2 that compares ideas against three criteria. The Y axis looks at the level of impact on the growth of the organization, the X axis looks at time to implement, and the size of the bubble is the perceived impact on the girl’s experience.

54

55

ANALYSIS, SYNTHESIS AND IDEATION

IDEATION

HOW MIGHT WE EXTEND THE VALUE OF THE GAB

TODAY

56

SHORT TERM

LONG TERM

57

PROTOTYPE & TESTING - PROTOTYPE PLANNING - PIVOT TO DATA MONETIZATION - SURVEY RESULTS

Planning Mock Ups Surveys 58

59

PROTOTYPE AND TESTING

KEY CONSIDERATIONS • How to best capture information needed to make the exercises successful?

• How to share information in multiple channels? Whatsapp (more popular), Instagram, vs, Facebook

• Are some exercises better suited for certain channels?

PLANNING At this point in the journey Heera wanted us to pivot and focus on how the girls could become community leaders during the COVID-19 pandemic. This could potentially be our path forward depending on the success of the “prototype”

• Step by step instructions of how to share info -- 3-4 steps max • Content police? Does Go Laadli have an insta account that can receive these challenges and publishes the info on their pages?

1-2 posts a day?

• Collection of examples that we can share with the girls -- who is already doing this, and how can it be tailored to their communities?

HOW DOES THIS TIE INTO OUR GAB EXPANSION PIECE? Potentially really well since this can be an opportunity to test for our

PROTOTYPING

idea. How much ownership are the girls willing to take? What level of

• Learn from this as a time-confined experiment

engagement they need? Etc.

• Are girls involved?

• What went well? What failed?

• What skills emerged?

THE IDEA: WOMEN, YOUTH, MICRO LEADERSHIP DURING COVID 19 • How might we better engage our girls to become champions during this pressing time / opportunity?

• How might we create mini challenges for the girls to be micro

• Skills - distributed leadership • Social media marketing (for example WhatsApp) • Leadership • Ideation • Data tracking (engagement) • Group-based vs individual

leaders / voices of knowledge within their communities?

• How might we distribute the award / monetary prizes to the girls (in light of these mini challenges)?

Unfortunately, after our brainstorming session Heera decided to not pursue this idea anymore. Instead she wanted us to pivot our attention to data monetization and scaling the judging process. which we will discuss in the following pages.

60

61

PROTOTYPE AND TESTING

EXPERT INTERVIEWS EXPERT 1

For small nonprofits, it’s all about what you’re

Former associate of corporate & community

bringing to the table that’s unique and important

partnerships at teach for america

and often times that ends up being something

PIVOTING TO DATA

REVIEW OF GO LAADLI’S MATERIAL

that’s a compliment to someone else’s data /

EXPERT 2

offering

Founder of a non-profit for career and professional development of sophomores at small liberal arts colleges

The play here should be to get a leg-up or an invite to the table where there’s opportunities to collaborate on high state projects and in turn, get more funding

To understand where there’s opportunity to aggregate data as insight we reviewed:

• Post challenge survey responses

It’s a bigger investment to do this as a larger

• Challenge applications

entity but they have a bigger, more risk-free

• Gab workshop feedback/reflection

payoff because larger datasets with established entities are naturally more trusted and will have

Data that is collected now (while mostly qualitative) is very rich data

some guaranteed plugins. Smaller organizations, on the other hand, will likely have more freedom

• Impediments that hinder women’s’ professional and personal growth

in terms of managing data / data governance but

• Prominent issues feeding gender inequality

will have issues around trust and data validity.

• Passionate responses / ideas for solutions to all of these circumstances

To counter this, partnerships are the best way

• Skillset: soft skills that are most valuable in community and professional workplace settings

for smaller organizations to have a data play

• Leadership experience tracking

strategy

• Incubator partner for CSR programs • Goals tracking and measurable achievement levels

“Data monetization” doesn’t resonate -- it

• Engaging workshops

sounds antithetical to the organization’s mission

• Community engagement and awareness In order to be as seamless and efficient as possible, Go Laadli will need to move away from current practices of handwritten / text based processes. Going forward all data needs to collected / captured electronically (e.g., electronic surveys and feedback or text scraping tech for written document translation)

62

63

KEY CONSIDERATIONS

PROTOTYPE AND TESTING

TACTICAL DEEP DIVE 1: WHAT IS THE DEMAND? Go Laadli will need to invest in a more iterative and robust mar-

PIVOTING TO DATA

ket research plan to understand:

RISKS AND BARRIERS

• Context of data that is “wanted” • Number of users / volume • Competitiveness of data

GO LAADLI WILL LIKELY FACE SIGNIFICANT RISKS AND BARRIERS WHILE PURSUING THE DATA

• Willingness to pay

MONETIZATION STRATEGY

• Pricing models (e.g., subscription vs one time fees, etc.)

Go Laadli may only be able to play in the “data as insights” or offer “insights as a service” to its customers. Data monetization is also something that will require some enablement from within the organization

TACTICAL DEEP DIVE 2: WHAT IS THE SUPPLY? To operationalize on this strategy, Go Laadli needs to do the

OUTCOMES (RISKS AND BARRIERS)

Risk: Stakeholder shift from user to customer

LEVEL OF CONSIDERATION NEEDED CRITICAL

following:

• Define their long term strategy, internally and externally -where does this fit in with their current flow or processes and

Barrier: Core admin has no capacity for any additional needs

Barrier: Breadth of data governance training the organization may have to go through

CRITICAL

what are the goals?

• Analyze their current set of offerings and capacities -- what IMPORTANT

are they able to offer (current state) and where can they expand (future state)?

Risk: Losing nonprofit status via this revenue model (before the organization is self-sustaining)

• Organize internal and external ecosystems to map out inforIMPORTANT

mation flows and network expansion opportunities -- what else is needed to process existing data or acquire additional

Risk: Exposure to external scrutiny

HELPFUL

data (via partners or vendors)

• Have the infrastructure for implementation (e.g., software, Barrier: Lack of funding

64

HELPFUL

hardware, staff / talent)

65

PROTOTYPE AND TESTING

LEARNING 4: THE MAJORITY OF PARTICIPANTS WOULD BE WILLING TO DEDICATE 2+ OF THEIR TIME EVERY WEEK TO GAB EMPOWERMENT ACTIVITIES.

SURVEYS

How many hours would you be willing to dedicate to empowering the GAB each week?

While researching data monetization we also sent out a survey to current GAB participants which shows they are excited and driven about extending their participation and further empowering the gab.

LEARNING 1: ALMOST EVERY PARTICIPANT WANTS TO EXTEND THE GAB ENGAGEMENT. Would you be interested in participating in the GAB for a longer period of time?

LEARNING 5: THE MAJORITY OF PARTICIPANTS WANT TO PARTICIPATE IN ACTIVITIES THAT EXPAND THEIR LEADERSHIP CAPABILITIES (HANDLING ADMINISTRATIVE TASKS, RESEARCH, MENTORSHIP, POLICY MAKING, ETC.).

What kind of work would you be willing to do for the GAB?

LEARNING 2: ALL THOSE WILLING TO EXTEND WANT TO HELP EMPOWER THE GAB. Would you be interested in assuming a larger role or helping to empower the GAB?

LEARNING 3: THE MAJORITY OF PARTICIPANTS WANT TO EXTEND FOR AT LEAST 1 YEAR. How much longer would you be willing to participate for?

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67

BUSINESS PLAN - SUMMARY/OPPORTUNITY - EXECUTION PLAN

- Optimize Judging

- Professional Leadership

Certification

- Fee for Partnership

- BUSINESS MODEL COMPONENT

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69

BUSINESS PLAN

SUMMARY / OPPORTUNITY

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GAB workshops end and the girls have gained several valuable skills

We brought ourselves back to the core mission of GoLaadli:

We all felt that value-driven revenue - or monetizing data - will one day be

Go Laadli successfully scales the judging process

Go Laadli successfully scales

Judging capaci ty increas

ORGANIZATIONAL GROWTH

e re resents what would happen if root rep the judges w This

co

the building blocks for a future in which the data the girls collect can result in value-driven revenue.

3) Finally, we’ll outline the steps necessary to make data monetization a reality once the organization has invested in the Girl Advisory Board.

70

71

BUSINESS PLAN

shortcuts. For example, there may be 2-3 ques-

interview. These insights are not easy to capture

tions from the application that the judges can

in a Google form.

review as a filter. In other words, are there cer-

EXECUTION

IMPROVING THE JUDGING PROCESS

tain critical questions that, if an applicant didn’t

Question to pose judges: On a scale from 1-10,

answer correctly or to the right standard, would

how much insight does the interview question-

without a doubt disqualify them from advancing?

naire bring? Explain.

We recommend consolidating the entire ques-

In order to streamline and make judging more efficient, we conducted research both internally and externally to gather insights and make recommendations. Our process included internal interviews, review of the judging criteria and forms, review of the application, and building an understanding of available tools and established best practices. We chose to organize our recommendations by the judges’ chronological experience moving through GoLaadli. In each section, we provide sample questions that can aid in identifying deeper areas of opportunity.

tionnaire to a one-pager that summarizes the

the first round written applications, were there

qualities that GoLaadli is looking for in the

specific patterns you noticed that rejected appli-

challenge. Include the organizing thematic topics

cations had in common?

that currently exist in the questionnaire, as well

If all the judges (and you) agree that there are

as 5-10 sample questions that judges can ask to

certain “dealbreaker” questions, then this is

probe. Other than that, judges should maintain

poses a simple and effective way to dramatically

their own notes and observations. Judges also

reduce the time spent reading during round 1. As

likely do not need to ask 100% of the questions

the overseer of this process, however, it will be

covered in the current interview process - they

APPLICATION

well - judges should be able to select multiple

important to ensure periodically that the “elim-

will likely get at deeper insights and have more

Currently, every question necessitates that a

options. Some initial choices we recommend are:

ination” questions chosen are still appropriate

meaningful conversations if they can go off-

judge read and process. There may be an editing

• Length of time required (solution: see tech-

and yield the right results. One way to onboard

script.

opportunity to consolidate or remove some ques-

nique 2)

this process responsibly is to trial it out with the

tions. For example, the current application asks

• Redundant steps in the judging process

judges using both the traditional and experi-

Question to pose judges: Currently, does every

many design thinking questions that are very

• Redundant steps in the application (solution:

mental approach. Build consensus with the team

interview question bring you insight that helps

about whether the right applications were elimi-

assess the applicant? If no, which questions seem

nated, and then revise and reiterate.

redundant or unhelpful?

similar. Many of the GoLaadli applications show how answers are often repeated or reworded for these related questions. Consider editing this down and instead, allowing the girls to have more

see Application section)

• Quality of application (solution: see technique 2)

• Legibility of application (solution: consider a

freedom in expanding upon the more critical,

handwriting to typed text software, like Notes

INTERVIEW ROUND

FOLLOW UP

value-added questions.

Plus or Google Handwriting Input. These

Similar to the written round, the forms that

Once the interview stage is over, the judges lose

services are cheap, and could potentially save

judges must fill out at this stage are lengthy

their connection to the girls and don’t have a way

hours of time)

and time-consuming. Once the candidate pool

of following up. A periodic update about what the

is down to 15 girls, the decisions shift to more

girls are doing (Girl Advisory Board, college, etc.)

qualitative insights. In these cases, filling out the

will help fortify the connection that judges feel

WRITTEN ROUND

• Lack of clarity concerning the judging criteria

Technique 1: Remove barriers

72

Question to pose to judges: Looking back at

One way to gather starting points for exploration

Technique 2: Skimming

interview questionnaire likely isn’t yielding much

to the challenge and motivate them to come back

is to ask judges what elements of the process are

Going through 25-30 written applications is an

benefit or insight - instead, people generally

the following year.

considered obstacles. Provide several possible

enormous amount of time for judges, especially if

have a good instinct for who they connect with

choices and the opportunity for other ideas as

there are proxies that can likely serve as efficient

and what is impressive or remarkable from a live 73

BUSINESS PLAN

EXECUTION

IMPROVING THE JUDGING PROCESS

C URREN T

25 hours

IN T ERV IE W ROUND

2 hours

25-30 applications, 45 min to 1 hr each (including filling out questionnaire)

x 6 judges

12.5 hours

2 hours

5 interviews, 1.5 hours per interview + 1 hour for each post-interview questionnaire

x 3 judges 43.5 hours

162 hours

PROP OSED

73.5 hours 6.5 hours

1 hour

25-30 applications, ~15 minutes each

x 6 judges Synthesis, decision-making, discussion

74

205.5 hours

~ 65% reduction

WRI T T EN ROUND

45 hours

7.5 hours

2 hours

5 interviews, 1 hour per interview + 30 min for each post-interview questionnaire

x 3 judges 28.5 hours

75

BUSINESS PLAN

earned will be displayed on each individual girl’s Notion page. The girls may customize these pages to be a digital display of themselves personally to complement the showcasing of their work. It will be

EXECUTION

PROFESSIONAL LEADERSHIP CERTIFICATION

the responsibility of the individual girl to keep her Notion page up to date. Heera, judges, and mentors may review the girls’ Notion pages at any time and provide feedback or endorsement comments. The individual Notion pages will be linked to one master page managed by Heera for ease of access. The Notion pages will be public and can be viewed by future recruiters, prospective Go Laadli donors, etc.

If a girl achieves all of the Go Laadli badges, she will be awarded a certificate and a verbal endorsement on her Notion page to speak to the value that she has provided and the skills she has gained. If funds are available, she may also receive a financial incentive to help work towards her professional goals.

PROGRAM OVERVIEW:

KEY CONSIDERATIONS:

The Go Laadli Professional Leadership Certification is a gamified personal development and achievement initiative with the goal of giving members of the Girl Advisory Board real-world opportunities

1) Heera has a heavy workload. Which makes Heera’s time very valuable and she is already operating

to build on their technical and adaptive/leadership skills. Through assisting Heera with tasks to be

at max capacity.

completed for the organization, the girls will earn stars (points) that lead to a medallion. Each girl will

2) Secondly, having an organization that operates based off of volunteers will prove to not be sustain-

have their own individual, customizable page in Notion. All medallions earned and tasks completed

able.

will be showcased here. With this program, we see an opportunity for the girls to gain valuable profes-

3) Will the contributions made by the Girls from the GAB prove to have the skills needed to deliver

sional and personal experience in a way that resonates with them, motivates them, and offers them a

solutions?

tangible output to use in showcasing their growth and experience.

THE PROCESS: To kick off the program, Heera will meet with judges, mentors, and the GAB to outline a clear struc-

Girls

ture, expectations, timelines and process flow. The goal of this meeting will be that all stakeholders come to a mutual understanding of the process for task completion and how badges will be earned.

After this kickoff minimal meetings should be required moving forward, as process should be able to operate seamlessly. Heera, in partnership with judges and mentors, will develop a list of tasks to be done. These should not be tasks expressly created to give the girls tasks to complete, rather they

Notion

tasks/ requests via WhatsApp

input and feedback

should be tasks that Heera would otherwise complete. Using Google Docs or an organization tool of choice, Heera will outline tasks to be done and the GAB members will be able to assign themselves a task to work on. After a girl has completed her assigned task, she will mark it complete in the tool and submit it for review. Heera, judges, and mentors will collectively review the work and provide a star, or multiple stars towards one medallion or multiple medallions, depending on the nature of the work

Heera

Mentors

Judges

Facilitators

and how adequately the work was completed. There are medallions for both technical skills and for adaptive skills, so multiple stars may be received for one project. Once a girl has received 3 stars in one area, she earns the medallion for that area. All of the tasks completed, stars earned, and medallions 76

77

BUSINESS PLAN

The certificate could be a great opportunity for job applications

EXECUTION

PROFESSIONAL LEADERSHIP CERTIFICATION

PHYSICAL EVIDENCE

HEERA’S ACTIONS

MIRO/GOOGLE DRIVE

GIRL NOTION PAGE

ADMIN NOTION PAGE

Identify Go Laadli

Present different tasks

Review task for

Girl’s task is approved

View summary of all girl’s

tasks and breakdown into

& workshops for how to

approval

and notions page is up-

progress

deliverable for medallion

achieve a medallion to the

CERTIFICATION

dated with a medallion

GAB

GAB’S ACTIONS

Girl chooses a task to

Submit task for review

Customize page to be indi-

Continue to execute tasks

Complete all tasks and is

implement or workshop to

and approval

vidualistic can double as a

until all medallion are

awarded The Go Laadli

resume

obtained

Leadership Certification

attend

JUDGE/MENTOR/ OTHER ACTIONS

78

Review and understand

Judges and Mentors

Donors are able to view a

deliverable and require-

review the task for

Girl’s notion page to build

ment asks

approval

relationships with the girls

MEDALLIONS

MEDALLIONS

E ARNED FOR

E ARNED FOR

TECHNICAL SKILL S

ADAP TIVE SKILL S

79

BUSINESS PLAN

PUBLISH ORIGINAL CONTENT AS WHITE

Go Laadli from day 1 -- her materials used on

PAPERS

1:1 mentorship calls combined with GAB workshops are missing pieces of the puzzle in the

Steps Go Laadli can take:

• Curate participant essays and reflections into a collaborative, ethnographic paper

EXECUTION

• Establish a theme for the girls’ program

FEE FOR PARTNERSHIP

year (based on common topics discussed in their applications) and work together to write a research paper and a end-of-pro-

• Go Laadli will need to approach this as a partnership / network expansion opportunity through

gram deliverable

• Share essays with partner organizations

which they’ll have the option to share their data

• Go Laadli will need to prepare itself internally and externally to meet their “data monetization”

and publish on their platforms for increased visibility

mission

• Under the current structure, Heera will need to manage day-to-day operations as well as external

• Collaborate on research paper with other

• We’ve highlighted potential partnership models, entities, and channels to share data

working on the same topics) and offer eth-

• All of the potential organizations / partners that have data sharing channels are larger in scale and

nographic research

have more agile organizational structures so unless Go Laadli is able to transform its org struc-

CREATE SUPPLEMENTARY CURRICULUM FOR

ture, it may not be able to support this business strategy

PUBLIC SCHOOLS, UNIVERSITIES, OR VOCAGO LAADLI SHOULD THINK OF THIS AS A FEE FOR PARTNERSHIP MODEL, NOT AS A MONETIZATION MODEL

TIONAL TRAINING PROGRAMS • Use existing content that program mentors

Specific channels for Go Laadli to share their data as insights

teach and review with participants

(within the partnership model)

• Work with education partners (e.g., TFI, Hriday-Shan, etc.) to create new content or modifications on existing content

Create

Become an

supplementary

Incubator partner for CSR

curriculum

programs

• Work with institutions who have identified leadership curriculum gaps and work with them to show Go Laadli’s proposition

GO LAADLI IS IN A UNIQUE POSITION TO

80

SUBJECT-CENTERED A more seamless option to integrate with schools (current state)

• Schools tend to me more subject focused with little personalization or creative thinking embedded into lessons

• Go Laadli can create a separate course or complement existing courses to add color to the existing curriculum (e.g., after school voluntary course or summer course)

organization (who might be interested or

outreach (e.g., partnerships, networking, etc.)

Publish original content

Indian education system

REVENUE STREAMS:

EQUALLY CONSIDER THE 3 MODELS OF CUR-

• • •

RICULUM DESIGN

Membership fee for Go Laadli insights and access to curriculum by quarter One-time purchase fees for curriculum package(s) or “prefer-to-pay” for limited access Sponsor a workshop or leadership module with Go Laadli challenge winners

Heera has already created this opportunity for

STUDENT-CENTERED Allows for personalized education -- often considered to be most impactful

• Go Laadli may already have data from many schools about what programs seem to be more exciting for students (based on application interest)

• They can further move the needle on their mission by reaching young women directly in schools and improving the way they learn

PROBLEM-CENTERED Where design thinking comes into play

• Go Laadli can be leaders in this way of learning / teaching for students who are mostly focused on rote memorization and gaining subject matter expertise

• The structure used on the challenges would fit in best here

81

BUSINESS PLAN

tional Studies

• eQuinoxx Creative Academy

a way to support those other companies)

• How - make local connections with city officials

CORPORATE SOCIAL RESPONSIBILITY PROGRAMS: • Project Shakti - Hindustan Unilever Limit-

EXECUTION

FEE FOR PARTNERSHIP

ed (HUL); aims to financially empower and

benefit from specific small date and com-

in rural India.

munity engagement - consider if they have

TAILOR GAB WORKSHOPS TO MEET CSR PRO-

ASHA FOR EDUCATION

Women - Cisco System Capital (India) Pri-

GRAM NEEDS*

Create a chapter for Go Laadli on Asha’s page

vate Limited

We didn’t have enough time to deeply pursue this, however, we’ve highlighted example CSR determine collaboration potential and new

• Promoting gender equality and women em-

Use their successful brand and network to ex-

powerment - Hindustan Petroleum Corpo-

pand partnership opportunities

ration Limited

programs that GoLaadli should speak with to

• Economic Empowerment of Women - ITC NEW (POTENTIAL) PARTNERS:

• Identify large service providers who will

provide livelihood opportunities to women

• Fostering Entrepreneurship for Rural

-- promote GL within Asha’s platform

IDEA 3: “UTILITIES / SERVICE PROVIDERS”

an incentive to invest in small organizations like Go Laadli

• Who buys it: Marketing managers / community engagement

• How - make local connections, have a local area manager for each geography that you are in

Limited

opportunities

OTHER NON-PROFITS / PUBLIC SERVICE OREXISITING PARTNERS HRIDAY-SHAN Collaborate with them on curriculum design, community intervention and capacity building programs

TEACH FOR INDIA Use their network to get an intro to schools, universities and other education organizations

FEMINIST APPROACH TO TECHNOLOGY (FAT)

GANIZATION

ADDITIONAL IDEATION FOR FUTURE STATE

• Accountability Lab - Collaborate with their

STRATEGIES

civic action team and learn how to scale like they did

• Thrive Global - Conducts surveys and

• Established focus group of young leaders

writes about women education / leadership

who will engage to provide insights on

opportunities

products, content, etc.

• Pratham Education Foundation - Has a chapter in USA as well

• Room to Read - Collaborates on educational material with the government

PUBLIC SCHOOLS, UNIVERSITIES AND VOCA-

• Who buys it? - Corporations?

• How - Engage through GoLaadli social channel / WeChat

IDEA 2: “SMART CITIES”: • Identify innovative city efforts that may

Collaborate to create chapters or additional op-

TIONAL PROGRAMS:

be open to new ways of collecting data (

portunities within the Young Women’s Leader-

• Delhi Public School Society

http://smartcities.gov.in/content/ )

ship Program

• Montessori Schools • Sriram Institute of Professional and Voca-

82

IDEA 1: “MOBILE FOCUS GROUP”

• Who buys it: City proposals, specific initiatives, small business programs, (can this be

83

BUSINESS PLAN

EXECUTION

WHAT WILL IT TAKE TO BRING THESE IDEAS TO LIFE JUDGING PROCESS:

PROFESSIONAL LEADERSHIP CERTIFICATION:

People: Heera, judges Time: 8-10 hours

People: Heera, judges, mentors, GAB Time: 7-8 Hours Curating her tasks and work-

Investment: Handwriting-to-text software

shops for the Certification program (should be a

(free/low cost), editing and refining

one time thing- with updates and modifications when needed)

Measure of success:

1-2 Hours a week reviewing girls tasks

pursue career aspirations and goals.

well as staff / talent is necessary

POTENTIAL NEXT STEPS

Measure of success:

• Meet with the Judges & Mentors to introduce

Corporate or government partnerships won due

this new certification initiative.

• Solicit feedback and make necessary changes to fit the team’s expectations.

• Create the notion environment and invite prototype users

• Commence a trial version of the certification

can pave the way for more judges (who might

Investment: Time: Learning a new process and

be more willing to participate with a lower time

application (notion pages), the girls need to

commitment) and accepting more applications.

become accustomed to using Google drive applications (If that’s channel of choice).

POTENTIAL NEXT STEPS

FEE FOR PARTNERSHIP:

School’s in India use GL’s data to improve curriculum and partner with GL as a trusted education / leadership platform

POTENTIAL NEXT STEPS • Review the current types of data within Go

People: Will require additional investment (time

insights (e.g., compendium of curriculum,

and money) upfront for med-high skilled talent

program impact and participant essays)

Measure of success:

(e.g. data analytics / data governance staff for

• Schedule all hands call updating current

- A significant reduction in Heera’s weekly ad-

research of regulation, and market research)

ministrative tasks.

Time: 1-2 years minimum

• Discuss suggested plan with existing partners and create an outreach plan for new partners

• Create a mini-research team to understand new partner opportunities (e.g., where can GL

- Garner new PR due to interest cultivated by the certificate initiative, potential increase in dona-

Investment: Infrastructure costs (with potential-

plug-in), how they can connect (e.g., network

tions from publicity.

ly new security standards)

opportunities), plan for infrastructure needs based on data requests

- Results in an added 30 hours per week of re-

84

lowing for more individual donations)

Laadli the past and create a packet of key

• Write a LinkedIn Article calling judges

• Recruit and onboard 6 new judges

Broad recognition / brand awareness for GL (al-

program with one or two girls

65% reduction in time spent judging, which

judges on new process

to data / insights from GoLaadli

source capacity.

If successful, this will be an iterative process so

- Results in an added resume building for girls to

ongoing maintenance of hardware/software as 85

CONCLUSION - ABOUT THE TEAM - ADDITIONAL MATERIAL - BIBLIOGRAPHY

86

87

SETH LAPIERRE

CONCLUSION

ABOUT THE TEAM

Researcher Seth is an Innovation lead at a global not-for-profit organization that has a mission to solve problems for a safer world. He focuses on helping organizations find, consider, and implement new ways of working to capture unrealized value. Seth is most excited when he is thinking about the future

MAY ELMACHTOUB

and how to create new ways for people to experience the world.

Partner Contact

SEAN MCKELVEY

May is an experience and innovation consultant at Capgemini. Her background includes project management, business systems analysis and

Researcher

design along with scrum implementation on agile lead initiatives. May’s

Sean is a strategic designer at BCG Digital Ventures. In the past, Sean has

interests are in humanity-centered design, design thinking, consulting,

worked on a variety of tech products from games to emotional robotics, and

retail and technology.

is passionate about utilize emerging tech to solve unmet human needs. Sean is excited about strategic design, psychology, and ethnography.

SNEHA GUNTAKA Strategist Sneha is a healthcare management consultant at McKinsey & Co and works most actively in the Digital and Analytics (DnA) domain on topics such as digital / virtual health; provider and consumer care journey design and payer service design. She’s interesting in bringing design thinking to management consulting, particularly in healthcare.

SAVITA SINGH Designer Savita is a UX/UI designer at Medscape. She leads design efforts on all of her companies mobile applications from design research, prototyping to final visual designs. Savita is interested in design for social impact, design thinking, illustration and micro animation.

AMANDA HOWALD Project Manager Amanda is a marketing strategist for Zappos.com. Her experience lies in

SHEENA WANG

e-commerce, digital marketing, email marketing, site merchandising and

Strategist

optimizing customer experiences. Amanda’s interests are in strategic and

Sheena is a UX project manager at McMaster-Carr Supply. She has led

human centered design approaches and their applications in the fashion

efforts at her company to innovate digital strategy, improve the custom-

and retail space.

er experience, and progress digital accessibility. Sheena is interested in inclusive design, typography, photography, graphic design, and design thinking.

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89

ADDITIONAL MATERIAL

ADDITIONAL MATERIAL

In speaking with a participant, we chose to bring her experience and ideas to life with this visual depiction of the interview.

In this conversation we uncovered a great deal of interest and pride in the GAB experience, as this is where stronger connections in the girls experience existed. We also uncovered an exciting opportunity and interest of the girls to advance the experience and move the challenge ideation to challenge exploration or execution.

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ADDITIONAL MATERIAL

ADDITIONAL MATERIAL

Revenue Stream Crowdfunding (various sites)

Description

LEVEL OF EFFORT

Heera

Girls

LOW

HIGH

HIGH

LOW

HIGH

LOW

Empower the GAB girls to act, collaborate, and begin to develop their personal brands through creating crowdfunding campaign to help infuse donations into Go Laadli and work towards financial stability.

Support GAB girls to tell their stories through engaging videos and narratives while developing skills in communications, finance, and online marketing.

Spokesperson / Passionate Public Figure

Consider researching and connecting with a prominantAsian Indian in India or the United States and inspire them around the Go Laadli cause to obtain sponsorship/ involvement in order to encourage other investment and exposure.

Corporate Sponsorship

Identify US-based corporations that have an office or large investment in India and identify key decision makers to pitch investment and corporate involvement.

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BIBLIOGRAPHY -“Hriday India.” Hriday India. Accessed April 29, 2020. https://hriday.org.in/.

- Issuu. 2020. The Go Laadli Effect: Our 2018 Impact Report. [online] Available at: <https://issuu.com/

BIBLIOGRAPHY

golaadli/docs/2018_go_laadli_impact_report> - Kumar, Vijay, and LaConte, Vincent. 2012. 101 Design Methods : A Structured Approach for Driving Innovation in Your Organization. Somerset: John Wiley & Sons, Incorporated. Accessed February,

- “Asha for Education.” Catalyzing socio-economic change through the education of underprivileged

2020. ProQuest Ebook Central.

children. Accessed April 29, 2020. https://ashanet.org/projects-list/?status=1.

- “Learning Agenda.” Accountability Lab. Accessed April 21, 2020. http://www.accountabilitylab.org/ - Brown, Brad. Gottlieb, Josh. The need to lead in data and analytics, 2016, https://www.mckinsey.

learning-agenda/.

com/business-functions/mckinsey-digital/our-insights/the-need-to-lead-in-data-and-analytics - “Learn More about Our Work in India!” Room to Read is a leading nonprofit for children’s literacy -Educategirls.ngo. 2020. [online] Available at: <https://www.educategirls.ngo/pdf/EACCaseStudy.

& girls’ education programs at work in India. Learn more, donate, or get involved. Accessed April 29,

pdf>

2020. https://www.roomtoread.org/countries/india/?tab=our materials.

- Featherwebs. “Citizen Helpdesks: Closing Feedback Loops and Building Accountability in Communi-

- Wells, Christina. “Why Nonprofits Need to Care About Proper Data Collection.” Why Nonprofits

ties.” Civic Action Teams, October 2, 2018. https://www.civacts.org/#lbulletin-modal.

Need to Care About Proper Data Collection, 2018, trust.guidestar.org/why-nonprofits-need-to-careabout-proper-data-collection.

-gofundme.com. 2020. Go Laadli - Lead Like A Girl Organized By Heera Sharma. [online] Available at: <https://www.gofundme.com/f/campaign-for-go-laadli-lead-like-a-girl>

- Stutt, Amanda. Curriculum Development and The 3 Models Explained, 2018, https://tophat.com/ blog/curriculum-development-models-design/

-Go Laadli. 2020. For Contestants — Go Laadli. [online] Available at: <https://www.golaadli.org/ for-contestants> [Accessed 6 May 2020].

- Sharma, Heera, Go Laadli Impact Report. 2018.

- Gottlieb, Josh. Rifai, Khaled. Fueling growth through data monetization, 2017, https://www.mck-

- Sharma, Heera, Go Laadli Lead Like a Girl challenge, GAB workshop reflections. 2018-2019.

insey.com/business-functions/mckinsey-analytics/our-insights/fueling-growth-through-data-monetization

- Top Women Empowerment CSR Projects. Accessed April 30, 2020. https://csrbox.org/Top-Women-Empowerment-csr-projects-in-india.

-HERLead. 2020. Herlead - A Fellowship For Young Women On Their Way.. [online] Available at: <https://herlead.vitalvoices.org/>.

- Young Women’s Leadership Program. Accessed April 29, 2020. https://www.fat-net.org/main-programs/young-womens-leadership-program.

- Heyman, Darian Rodriguez. Nonprofit Fundraising 101 : A Practical Guide to Easy to Implement Ideas and Tips from Industry Experts. Newark, NJ: John Wiley & Sons, Incorporated, 2016. Accessed February, 2020. ProQuest Ebook Central.

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