{"id":20691,"date":"2016-11-18T18:00:08","date_gmt":"2016-11-18T23:00:08","guid":{"rendered":"https:\/\/digital.hbs.edu\/platform-rctom\/submission\/modernizing-the-girl-scouts-for-the-21st-century\/"},"modified":"2016-11-18T18:00:08","modified_gmt":"2016-11-18T23:00:08","slug":"modernizing-the-girl-scouts-for-the-21st-century","status":"publish","type":"hck-submission","link":"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/modernizing-the-girl-scouts-for-the-21st-century\/","title":{"rendered":"Modernizing the Girl Scouts for the 21st Century"},"content":{"rendered":"
For over 100 years, Girl Scouts has pursued its mission of building girls of courage, confidence, and character who make the world a better place. They do this by providing girls with a wide variety of learning experiences such as attending and leading troop meetings, earning badges, selling cookies, exploring the outdoors, and participating in community service. Currently, there are 2.7 million Girl Scout members around the world, comprised of 1.9 million girls and 800,000 adult volunteers [1]<\/strong>.<\/p>\n As the world changes, the Girl Scouts are faced with several external realities that present challenges to their business model. Central to these changes is the increasing role of technology in all aspects of the lives of girls and teens. According to a new study conducted by the Pew Research Center, 92% of teens report going online daily, including 24% who say they go online \u201calmost constantly,\u201d. Nearly 75% of teens have (or have access to) a smartphone and approximately 71% use at least one social media site [2]<\/strong>. As these trends increase, so do girls\u2019 expectation that using such technology would be part of their daily educational and recreational experiences. At the same time, a multitude of other extracurricular activities and entertainment options have drawn girls\u2019 attention away from more traditional activities, making them less likely to choose Scouting as the way to spend their free time. Volunteers trends have been shifting as well. As more and more women enter the workforce, fewer stay-at-home moms mean an increasing shortage of volunteers, as well as busier volunteers who have no time to waste on administrative tasks. In light of these changes, leadership at headquarters of the Girl Scouts are faced with the following questions:<\/p>\n <\/p>\n Digitalizing the Experience of Girl Scouting<\/strong><\/p>\n \u201cGirls are digital natives\u2026so we have to change a hundred-year-old program, keep what\u2019s great and what we love about our legacy, but also update it to meet today\u2019s girls\u2019 needs.\u201d [3] <\/strong>–\u00a0Anna M. Chavez, CEO of the Girl Scouts of the USA (2011-2016)<\/p>\n In 2014, Girl Scouts introduced the Digital Cookie, a digital platform that allows girls to expand their existing cookie businesses to online and prepares them to be leaders in the high-tech, fast-paced, e-commerce world of today. Through the platform, girls can create their own Web pages, conduct cookie sales online, manage their finances, set goals, and track progress real-time. Additionally, through partnerships with Visa and Dell, girls now have the option of accessing a wide variety of interactive features, such as games and quizzes, to supplement their entrepreneurship experience [4]<\/strong>. As a result of these efforts, Girl Scouts was named one of Fast Company\u2019s Top 10 Most Innovative Non-Profits in 2015.<\/p>\n Girl Scouts is also leveraging technology to streamline the management and training of its volunteers through the creation of a proprietary digital training resource, Volunteer Toolkit. Volunteer Toolkit provides the busy, on-the-go volunteer with an integrated online planning tool, complete with rich program content and fully customizable lesson plans [5]<\/strong>. \u00a0This allows the volunteer more flexibility to allocate her time towards value-added activities with girls, rather than burdensome administrative tasks or long training sessions, resulting in higher volunteer satisfaction and higher retention over time.<\/p>\n Business Enhancements<\/strong><\/p>\n The National Girl Scout organization and its 112 local affiliates are working together to make several technological enhancements in its business operations, including:<\/p>\n Looking Ahead<\/strong><\/p>\n Girl Scouts has made tremendous investments in technology over the recent years. Looking forward, additional opportunities exist to push the envelope even further. These include investment into the girl and volunteer experience such as a broader Digital Girl Experience Platform, beyond just the cookie sale, and additional functionality to allow for collaboration and sharing of best practices by volunteers across the country. Another opportunity is in data. As the Girl Scouts continue to collect better quality data, can they leverage insights to design better programs, attract funders, and generate revenue through retail merchandising sales? While a seemingly daunting task is ahead, these questions represent a unique opportunity for the organization transform into an institution that is truly relevant to future generations of girls to come.<\/p>\n <\/p>\n Citations:<\/strong><\/p>\n [1]\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Girl Scouts of the USA. (2016, November). About Girl Scouts: Who We Are<\/em>. Retrieved from http:\/\/www.girlscouts.org\/en\/about-girl-scouts\/who-we-are.htm<\/a><\/p>\n [2]\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Lenhart, A. (2015, April). Teens, Social Media & Technology Overview 2015. Retrieved from http:\/\/www.pewinternet.org\/2015\/04\/09\/teens-social-media-technology-2015\/<\/a><\/p>\n [3]\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Murrary, S. (2016). Upgrading a Network<\/em>. Stanford Social Innovation Review. Retrieved from https:\/\/ssir.org\/articles\/entry\/upgrading_a_network<\/a><\/p>\n [4]\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Dell Corporation. (2015). Dell and the Girl Scouts \u2013 Inspiring girls to build skills in STEM and Entrepreneurship with Digital Cookie<\/em>. Retrieved from http:\/\/www.dell.com\/learn\/us\/en\/vn\/corp-comm\/digital-cookie<\/a><\/p>\n [5]\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Girl Scouts of the USA. (2016, November). Volunteer Resources<\/em>. Retrieved from http:\/\/www.girlscouts.org\/en\/adults\/volunteer\/volunteer-resources.html<\/a><\/p>\n [6] \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Murrary, S. (2016). Upgrading a Network<\/em>. Stanford Social Innovation Review. Retrieved from https:\/\/ssir.org\/articles\/entry\/upgrading_a_network<\/a><\/p>\n","protected":false},"excerpt":{"rendered":" Digital technology will underpin the 105-year-old girl empowerment organization\u2019s efforts to make the Girl Scout experience relevant in the 21st century.<\/p>\n","protected":false},"author":1808,"featured_media":20692,"comment_status":"open","ping_status":"closed","template":"","categories":[],"class_list":["post-20691","hck-submission","type-hck-submission","status-publish","has-post-thumbnail","hentry"],"connected_submission_link":"https:\/\/d3.harvard.edu\/platform-rctom\/assignment\/digitization-challenge-2016\/","yoast_head":"\n\n
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