This paper aims to understand how non-governmental organisations (NGOs) can use design thinking (DT) as a strategic tool to improve organisational and societal outcomes.
The paper applies a case study design. Building on in-depth interviews with senior management, beneficiaries (villagers), the village headman and children in Karaliya village (Rajasthan), as also from secondary sources, the paper presents a model of using DT for NGOs.
This paper presents evidence of how Jal Bhagirathi Foundation, an Indian NGO working in the most water-distressed and densely populated arid zone of the Thar Desert, used a user-centric, DT approach to solve the water-scarcity problem in villages in the Marwar region. In doing so, several interconnected societal problems were also addressed, including those of sanitation, education – especially of the girl child – poverty and migration.
DT has been increasingly used by “for-profit” business organisations to derive competitive advantage. NGOs have lagged in the use of DT as a strategic tool to drive enhanced organisational and societal outcomes. Such NGOs can strategise to adopt a DT approach.
A literature search revealed that while the term “NGO” threw up 36,571 results, “NGOs and strategic management” had only 363 results, and “the use of design thinking in NGOs” had 0 results. This paper contributes to the limited research in the field of strategic management in the NGO space by looking at DT as an important strategic tool for NGOs.
