During a quiet weekend I spent browsing a scientific study entitled:

“Exploring the discourse on digital transformation in nonprofit organizations”

by researchers Michele Cipriano and Stefano Za, published in the journal Information & Management (Volume 62, Issue 6, 2025)

https://www.sciencedirect.com/science/article/pii/S0378720625000680

Questions emerged in my mind that I could not ignore:

Does the digital transformation we see in some charitable associations in the Kingdom truly represent a deep institutional transformation? Or is it merely an external appearance to beautify the administrative and marketing scene?

Features of the Study: The Digital Reality in the Nonprofit Sector

The study analyzed 586 scientific publications from 1983 to 2022 and concluded that digital transformation in nonprofit organizations is still maturing; its contribution to global academic literature remains limited compared to the for-profit or government sector.

According to the study, nearly half of these studies were published in the last five years only, reflecting the novelty of the phenomenon and its rapid expansion, but it also shows that many digital practices lack a comprehensive vision and deep institutional analysis.

Is Digital Transformation Just a Facade?

The data indicates a growing trend toward "digital beautification" in some institutions, which manifests in the launch of electronic applications or websites without redesigning the operational structure or service delivery models.

True digital transformation – as indicated by the study – cannot be achieved without structural changes in work mechanisms, redefining roles, and adopting data analysis tools in decision-making.

Three Axes to Evaluate Digitization in Associations

The study highlights three strategic areas that charitable associations should focus on when discussing digital transformation:

  1. Digital Channels: Not enough as communication means; they must transform into platforms that deliver services effectively and securely.
  2. Digital Education: There is a need to build digital capacities among association staff, including technical, analytical, and security skills.
  3. Digital Community: The transformation requires enhancing transparency and contributing to engaging beneficiaries in designing solutions, not merely marketing them to them.

Practical Notes on Our Local Reality

In the Kingdom, there is a noticeable disparity between associations in terms of digital transformation levels. Some associations have developed advanced beneficiary management systems, while others still manage their data manually or through unsecured files.

The true test is not in launching a digital product, but in connecting it to strategic goals: Has it improved impact? Has it facilitated access? Has it reduced costs? Has it increased transparency?

What Needs to Change?

  1. Cultural Change in Management: Digitization means not just technology, but re-engineering processes.
  2. Integrating Data into Decision Making: There is no value in digital platforms if their outputs are not used in decision-making.
  3. Institutionalizing Innovation: Internal units specializing in digital transformation should be developed, possessing authority and independence.

Conclusion: Transformation Does Not Accept Decoration

It is important for charitable associations to recognize that digital transformation is not an aesthetic goal, but a strategic path that requires internal empowerment, governance, technical infrastructure, and a comprehensive review of the operational system.

Investment in training, enhancing security awareness, and building a data-driven culture distinguishes true transformation from superficial practices.

Source:

Cipriano, M., & Za, S. (2025). Exploring the discourse on digital transformation in nonprofit organizations. Information & Management, 62(6), 104165.

https://doi.org/10.1016/j.im.2025.104165