CNONGD’s project responded to a context in which civil society organisations and member NGOs face an unavoidable digital transition, but with significant structural constraints. These included limited IT equipment, weak standardisation of digital practices, connectivity challenges and knowledge management systems that remained largely manual and dispersed. 

The process produced several important advances. CNONGD strengthened its internal digital capacity, modernised its IT equipment, developed a collective digital strategy, mobilised member NGOs around digital transformation and strengthened its institutional identity through a restructured website. 

The reflection emphasises that change happened step by step. New digital tools and the restructured website created better working conditions. Training helped staff become more comfortable with digital tools and apply new practices. The start of a digital strategy and

Theory of Change created important progress towards a shared direction. Member sensitisation helped build wider ownership across the network. 

CNONGD also reported a visible shift in staff confidence. A small but meaningful sign of progress was the moment when the whole team connected to an online meeting without assistance. Staff also began using shared documents and applying cybersecurity practices more spontaneously. 

For other NGO platforms, CNONGD’s experience shows that digital transformation should not start with tools alone. It needs equipment, skills, strategy, leadership and member mobilisation.