Topic: Technology and AI

Five Minutes with… Goodstack’s Aylin Oncel

Posted on by Brianna Provenzano

As corporate impact programs grow more ambitious, they’re also becoming more complex. Employee engagement, grants, foundations, and product-led giving often evolve in parallel — built by different teams, on different systems, at different moments in time. The intent is strong — but without shared infrastructure, friction sets in: fragmented data, inconsistent governance, duplicated nonprofit relationships, and rising operational costs.

Enter Goodstack, which was built to address that disconnect. As expectations around transparency, compliance, and measurable impact continue to rise, the need for connective infrastructure has become more important than ever. Rather than layering new initiatives onto old systems, Goodstack helps organizations unify nonprofit verification, donation rails, governance, and reporting into a cohesive impact operating system — allowing distinct programs to remain purposeful while connected in execution.

For this installment of Five Minutes with…, NationSwell spoke with Aylin Oncel — VP of Social Impact at Goodstack — about what breaks down when social impact efforts remain siloed, why infrastructure is emerging as the next frontier of corporate impact, and what becomes possible when programs evolve from ad hoc initiatives into a connected, compounding strategy.

Here’s what she had to say:

NationSwell: How would you describe the core problem Goodstack is trying to solve for in corporate social impact — what tends to break down inside companies when CSR programs, employee engagement, and product-led giving aren’t connected to each other?

Aylin Oncel, VP of Social Impact, Goodstack: In my role as VP of Social Impact at Goodstack, I spend a lot of time talking with companies that are deeply committed to doing good, but are navigating increasingly complex impact ecosystems. What I see consistently is not a lack of intent, but a lack of connective infrastructure.

Many impact efforts across an organization start off siloed. Employee engagement, grants, and product-led giving are usually built at different moments, by different teams, in response to different needs. That’s a realistic and often effective starting point. The challenge emerges as those programs scale.

As organizations grow, disconnected systems begin to create friction. Impact data fragments, experiences become inconsistent, and strategic alignment becomes harder to sustain, both internally and for the nonprofits on the receiving end. We often see the same nonprofit relationships managed across multiple tools, different verification standards applied across programs, and teams spending significant time reconciling data rather than learning from it. Operational costs increase, global rollouts slow down, and risk rises when governance and tracking are inconsistent.

Goodstack helps by providing shared infrastructure that allows these efforts to remain distinct in purpose, but connected in execution. By standardizing nonprofit verification, donation flows, governance, and reporting across programs, we help company impact evolve from standalone initiatives into a coherent, resilient impact operating system.

NationSwell: How do you define the role Goodstack is actually seeking to play for companies, and why does that distinction matter in the current CSR landscape?

Oncel, Goodstack: We think of Goodstack as infrastructure for corporate impact, and also as a strategic partner helping companies bring their impact efforts together in a way that’s sustainable over time.

Our role is to provide the core systems companies and nonprofits can rely on, including nonprofit verification, donation rails, governance frameworks, and shared visibility across employee programs, customer experiences, foundations, and grants. Our partnership shows up in helping teams see and operate those efforts as part of a single impact strategy, rather than as separate initiatives competing for attention or resources.

That distinction matters because impact work today is inherently cross-functional, while expectations around trust, compliance, and measurement continue to rise. Companies need flexibility in how they activate and scale giving, but they also need a partner who understands the full ecosystem and can help connect programs into a cohesive strategy. When that foundation is in place, teams spend less time rebuilding systems and more time focusing on outcomes, engagement, and long-term impact.

NationSwell: You’ve identified a gap between different internal CSR stakeholders — HR, foundations, product, sales — who often aren’t talking to each other. What’s lost when that fragmentation persists, and what becomes possible when those efforts are connected?

Oncel, Goodstack: When CSR efforts stay fragmented, the biggest thing that’s lost is momentum.

Each team may be doing meaningful work in isolation, but those efforts rarely reinforce one another. Employees don’t always see how their time or giving fits into a broader narrative. Impact data lives in disconnected spreadsheets. Leaders miss opportunities to understand what’s resonating, what’s scaling, and where real outcomes are being created.

When efforts are connected through shared infrastructure and standards, participation tends to increase because experiences are simpler and more transparent. Insights improve because impact is measured consistently. Companies move from one-off campaigns to an always-on strategy that scales across teams and geographies. Impact shifts from episodic to compounding.

NationSwell: Without getting into proprietary details, can you share an example of a moment when things really clicked — when a company started to see its impact efforts as one connected system, and changed how they worked or thought about CSR?

Oncel, Goodstack: One of the clearest “click” moments I’ve seen is when a company realizes it no longer needs separate systems for nonprofit programs, employee giving, and grants. Once the underlying infrastructure is standardized across nonprofit verification, donation flows, and shared reporting, impact stops feeling like a collection of disconnected initiatives and starts functioning as part of the company’s operating system.

Teams spend less time managing logistics and more time thinking strategically. Reporting cycles that once took weeks begin to happen in near real time, and moments like GivingTuesday shift from one-off obligations into genuine opportunities to accelerate engagement. Volunteer initiatives spark interest in giving, giving data surfaces the causes employees care about, and those insights inform grantmaking nominations and company-wide campaigns. Product-led programs reveal new opportunities to engage customers more meaningfully. Instead of running ad hoc initiatives, teams learn from patterns, adapt faster, and move forward with a shared sense of purpose.

NationSwell: How would you describe the next evolution of CSR, and what signals tell you whether or not we’re already moving in that direction?

Oncel, Goodstack: I see the next evolution of CSR unfolding across three dimensions.

First, expanding stakeholder engagement by embedding giving into products and everyday experiences. Thoughtful design makes participation intuitive and expands who gets to be part of impact.

Second, meet employees where they already are. Atlassian, a Goodstack partner, exemplifies this approach in its employee engagement program. As Atlassian employees volunteer and donate, they earn rewards for themselves and nonprofits they care about directly on the platform – with high-impact activities unlocking bigger rewards. It recognizes a wide range of giving behaviors and gives people a clear, flexible path to increasing their impact.

Third, connecting efforts across teams so impact isn’t experienced as a series of disconnected programs, but as a cohesive narrative that demonstrates compounding progress over time.

The signals are already here. More leaders are asking not just how much was given, but who it reached, what changed, and how programs influence behavior and outcomes. That shift in questioning reflects a maturing field.

NationSwell: Goodstack sits at a unique intersection of data, infrastructure, and ecosystem visibility. How do you think about using that vantage point to not just report on impact, but to help shape better decisions?

Oncel, Goodstack: We’re thoughtful about how we use data and AI, because visibility alone doesn’t drive better decisions. It has to be paired with strong infrastructure, clear standards, and human judgment.

Where AI becomes powerful for us is in reducing friction and surfacing patterns that are difficult to see across large, complex impact programs. That can include revealing where engagement drops off, where interest clusters around specific causes, or where programs unintentionally overlap. These insights help teams act with greater confidence and intention.

Importantly, AI isn’t replacing decision-making. It’s supporting it. By pairing intelligent systems with verified nonprofit data, consistent governance, and transparent reporting, we help leaders spend less time reconciling information and more time designing impact strategies that are intentional, equitable, and resilient over time.

NationSwell: For CSR leaders who feel stuck repeating the same campaigns year after year, what’s one question they should be asking themselves if they want to unlock a more integrated, strategic approach to impact?

I’d encourage leaders to step back and ask, what problem are we actually trying to solve?

It’s easy to default to familiar formats and moments on the calendar without reassessing whether they’re still aligned with today’s challenges. Instead of starting with what you’ve always done, it can be more powerful to focus on how you might unlock new impact in service of your goals and overall mission.

That might mean pulling different levers, such as engaging customers in giving, designing employee programs that drive meaningful behavior change, or increasing access to funding and visibility for nonprofits that are often overlooked. When infrastructure is stable, leaders have the freedom to think creatively, test new approaches thoughtfully, and learn from what works.

The shift isn’t about reinventing the wheel. It’s about being clearer on the outcomes you want and more strategic in how you get there.

LinkedIn | Bridging skills & network gaps

LinkedIn | Bridging skills & network gaps

How LinkedIn is using its data and platform to help professionals overcome barriers to employment

The world of work is rapidly evolving. According to LinkedIn’s data, 70% of the skills needed for most jobs will have changed by the year 2030, creating an urgent and widening skills gap in today’s workforce. As swift technological advancements continue to reshape entire industries, this transformed landscape will be felt most acutely by those from underserved communities or backgrounds who already face barriers to professional development or upskilling opportunities.

In furtherance of the company’s mission to create economic opportunity for every member of the global workforce, LinkedIn’s social impact team works with professionals overcoming barriers to provide them with yearlong gratis memberships to  LinkedIn Premium, which includes access to LinkedIn Learning’s catalog of nearly 25,000 courses. By focusing on getting LinkedIn Learning into the hands of the communities who most lack access to upskilling opportunities, LinkedIn hopes to close the skills gap and provide professionals with the tools and training they need to level the playing field.

 

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Practical Applications for AI in Impact Work

Posted on by Brianna Provenzano

Most impact leaders know AI is changing and reshaping many contours of our economy and lived experience. Fewer feel confident putting it to use in their day-to-day work.

On February 3, NationSwell hosted a group of peer leaders for a virtual roundtable focused on immediate, practical applications for AI on impact teams. Together, we explored how leaders are using generative AI – and increasingly agentic AI – to increase speed, clarity, and capacity in core workflows like reporting, communications, grantee engagement, operations, and more.

From day to day low-lift use cases to opportunities for mission delivery, the session surfaced plenty of actionable insights for implementing AI within teams and organizations; a selection of those insights appears below.

Key Takeaways:

Anchor AI adoption in user-centered design from day one. AI tools are far more likely to succeed when they are built with a deep understanding of end users, informed by diverse perspectives, and tested for usability. Grounding AI in user needs reduces failure rates and drives adoption, especially as many digital transformation efforts fall short.

Start with low-risk, high-return AI use cases to build momentum. Impact teams are already gaining value by using AI for summarization, synthesis, reporting, and more. These applications save time, require minimal technical lift, and help teams build confidence before moving into more complex AI-enabled workflows.

Use AI to augment human judgment, not replace it. The strongest applications position AI as a thought partner that accelerates analysis and surfaces insights, while leaving critical thinking and strategy to people. Reviewing outputs, checking sources, and applying human judgment remains essential to responsible use.

Embed AI into products and systems to reduce friction at scale. When AI is built directly into platforms, such as grantmaking and employee engagement, it can automate administrative work, surface patterns, and recommend next steps. This allows impact leaders to focus more time on mission-critical work.

Treat AI as a capacity multiplier in resource-constrained environments. With impact teams being asked to do more with less, AI is increasingly a necessity rather than a nice-to-have. Thoughtful adoption can expand organizational capacity, accelerate access to funding and services, and ultimately drive greater impact.

Apply advanced use cases of AI to unlock insights for decision-making. AI-powered analysis of geospatial and time-based data can help organizations anticipate risks, target interventions, and allocate resources more effectively. Whether modeling climate impacts, forecasting service demand, or tailoring workforce strategies, AI can be used to better understand needs and deliver more responsive, targeted support to your communities.

Unlock new capabilities from off the shelf tools.  Big unlocks don’t require developing a full stack AI solution. Fully leveraging the existing capabilities in off the shelf low/no cost LLMS, while protecting sensitive data and respecting organizational policies, present opportunities for major advancements in productivity and impact. Be sure to check out voice to text capabilities for braindumping, deep research modes for research and insights, and experiment with Claude for writing.

AI for Nonprofit Empowerment

AI for Nonprofit Empowerment

Nonprofits face unique challenges when it comes to incorporating AI in their work.

NationSwell’s latest report, AI for Nonprofit Empowerment, funded by Annie E. Casey Foundation, provides knowledge on how nonprofit organizations can use AI to streamline processes and improve day-to-day functions, while maintaining focus on the work that truly matters.

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Impact Next: An interview with Tata Consultancy Services’ Lina Klebanov

Posted on by Brianna Provenzano

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2025, Impact Next — an editorial flagship series from NationSwell — is spotlighting the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Lina Klebanov — Head of Corporate Social Responsibility for Tata Consultancy Services, North America.

Greg Behrman, CEO and founder, NationSwell: Tell us a little bit about your leadership journey — was there an early moment, a relationship, or an experience that galvanized your commitment to driving bold action?

Lina Klebanov, Head of Corporate Social Responsibility, Tata Consultancy Services: More than any other influence, my career path was inspired by my parents. They immigrated to the U.S. from Ukraine when it was still part of the Soviet Union and left behind everything and everyone, they loved to build a new life in America. Suddenly in a country where they didn’t speak the language or understand the culture, and had few, if any friends, they relied on the kindness of strangers and charitable organizations to get started. Their deep gratitude for their new-immigrant experience became a lifelong family value of giving back, and that spirit of service has always been part of me.

I carried that value and interest into my career planning, always intending to serve, but, when I was young, corporate social responsibility, or CSR, was an occasional activity of some companies. It was neither a defined career path nor a fully integrated strategy for business, so my search led me in other directions.

My original plan was to become a social worker, but, once I started shadowing cases, it occurred to me that I could be even more powerful helping create systemic change around the causes of so much of the personal and family crises I witnessed. That became my goal and, once concepts like corporate citizenship, community engagement and social responsibility emerged in my grad school experience, I saw my path clearly. 

My first real exposure to the power of CSR occurred during grad school. As a student in the NYU Robert F. Wagner Graduate School of Public Service, I had the opportunity to intern with the Morgan Stanley Foundation. Working in its Community Affairs department, I saw how its efforts bridged business, community impact, and social good. From that moment on, there was no turning back. After a short time working at a nonprofit, I returned to Morgan Stanley and eventually led the company to the launch of its largest global volunteer initiative in the company’s history.

Behrman, NationSwell: What is the “North Star” of your leadership style? What is it about the way that you lead in the space that makes you an effective leader?

Klebanov, TCS: My leadership style is centered on empathy, humility, and a commitment to nurturing my team. It’s important to me to support each member’s potential growth and professional development. I make sure to always prioritize my reports’ well-being and work hard to ensure that, no matter how busy I may get, I am always actively listening and supporting both individual team members and collaborating teams.

I believe that effective leaders serve the needs of others first, but that might also be the mom in me. I do have three children, and I like to think that I separate the family and business nurturing that I do, but, at the end of the day, I’m not entirely sure they’re all that different.

Behrman, NationSwell: Is there a particular program, signature initiative, or some facet of the work that you would like to spotlight for us that is driving outcomes for the work?

Klebanov, TCS: One thing that’s really encouraged me lately is the growing emphasis on collaboration. Across every network and association, we’re part of, people are coming together to tackle big challenges at the local, national, and global levels. It’s been a through-line in our thought-leadership work and in our K–12 STEM programs.

Our Digital Empowers initiative in particular focuses on addressing digital inequity — the root barrier that keeps many people from accessing education, civic engagement, opportunity, and economic mobility. Through TCS Digital Empowers, we’ve built a large, cross-sector network of partners poised to work together to advance opportunities by addressing digital inclusion, STEM education, and workforce preparedness. 

Early on, the bulk of our CSR work centered on raising awareness of the need for high-quality STEM education — back when most people didn’t even know what “STEM” stood for. Over the years, our leadership expanded into include corporate volunteering, diversity and inclusion in leadership, and women’s representation in STEM. We were part of the Million Women Mentors Initiative and have continued evolving as technological transformation accelerates and disparities widen. Today, our focus is on leveling the digital playing field. Through Digital Empowers, we’re bringing together private, public, and nonprofit partners to ask: How can we collaborate to build transformational opportunities for the current and future workforce and for Society, in general? 

On the K–12 education side — which I’m particularly passionate about — the inequities tied to ZIP codes and other social influencers are heartbreaking and still too often overlooked. The pandemic exposed these gaps, but many under-resourced students and schools still haven’t recovered. At TCS, we believe that if you can’t see it, you can’t be it — and you often need to experience it to understand what’s possible. Our two flagship STEM programs give young people a chance to envision themselves in roles they never dreamed of before — as effective problem solvers, STEM prodigies and global changemakers. In those moments, they have the potential to positively impact students’ academic and professional trajectories.

Go Innovate Together, known as goIT, launched in 2009, gives K–12 students hands-on opportunities to consider how technology can solve real-world problems. Supported by former teachers, TCS volunteer mentors, public school systems and more, the program has expanded from its U.S.-based origin to a recognized global initiative that has reached more than 330,000 students and counting, something I am incredibly proud of.

As technology evolved faster than classroom instruction, we launched Ignite My Future, a professional-development program that approaches kids’ technology awareness and skills from another angle. It helps educators integrate computational thinking into core subjects, from math and science to social studies and even PE. Professional development programming for teachers helps them be more effective in teaching computational thinking and Ignite My Future classroom resources bring learning to life in an innovative way. It closes the gap for teachers who might lack access to up-to-date training and resources or those who just want to rise above. 

We intentionally focus on school districts with the greatest need, and weave mentorship into everything we do — it’s our secret sauce. Combined with Digital Empowers, these programs create a holistic, systemic approach to closing the digital gap.

Behrman, NationSwell: Is there a particular facet of the work that you are leading that you think is particularly noteworthy or exemplary?

Klebanov, TCS:  For me, what is exemplary is that, across all of this work, our goal remains the same: helping students — regardless of background or ZIP code — gain the confidence and digital fluency they need to succeed in any career, in any industry, in a world where every company is now, in some way, a tech company. If you’re asking about my favorite things, I have to tell you: it’s the sports connection!

We are constantly looking for creative ways to bring technology to life for students and have found a wonderful and exciting avenue for that through our sports partnerships. As the Title Sponsor of the TCS New York City Marathon and a major partner in Formula E, with Jaguar TCS Racing, we’ve created hands-on experiential moments for students associated with both of these high-visibility sports experiences. 

A few months ago, in Miami, we partnered with a local nonprofit to bring middle school girls to a Formula E race, where they explored the technology—and computational thinking—behind Jaguar TCS Racing. They met an all-women panel of professionals working in the racing world—another field where female representation is limited—and had the chance to interview them and discuss what these role models love about their careers and just what it took to get there. Our GoIT TCS NYC Marathon Student Challenge, another example of how we merge STEM learning with real-world excitement, gave area students a chance to innovate for social good and compete with one another from the Marathon’s Expo pavilion. Winners of the digital innovation competition got to hold the finish line tapes and welcome race winners and finishers to the final steps in their achievement. The excitement of these K-12 students at those moments is palpable and I love being a part of that. 

Behrman, NationSwell: Of the socially motivated leaders you consider your peers, are there any whose work inspires you and whom you hold in high esteem?

Klebanov, TCS: I have so much respect for people in the social sector who do this work every day. They’ve devoted their careers to purpose — not just for the communities they serve, but for their colleagues through employee engagement efforts. And honestly, employee volunteer engagement doesn’t get nearly the attention it deserves. There’s so much pressure in this field to deliver, to maintain integrity, to prioritize quality over quantity. It’s hard work, and so many people do it with such heart.

There are too many leaders, colleagues, and friends I admire to name them all — but as a fun fact, I will just mention that our Tata Group founder, Jamsetji N. Tata, was named Top Philanthropist of the last century, with donations worth $102 billion — ahead of Bill and Melinda Gates and many others!

Behrman, NationSwell: Are there any resources you’d recommend — books, podcasts, Ted talks — that have influenced your thinking that might influence others as well?

Klebanov, TCS: 

Generally, I follow the sources that align with my values, but I also push myself to take in a diverse range of viewpoints. It’s not because I’m uncertain about what I believe in. I’m very grounded in that — but because empathy and humility matter. Trying to understand where others are coming from helps me see the fuller picture, continue learning and navigate this very chaotic world a little more gracefully.

The Workforce of the Future: Skills and Strategies for What’s Next

Posted on by Brianna Provenzano

The pace of change in the workforce is high.  Artificial intelligence, demographic shifts, economic uncertainty, and other disruptive forces  are reshaping the jobs of tomorrow, redefining the skills employees need, and challenging employers to build stronger, more adaptable talent pipelines. 

On December 2, in partnership with our Workforce Innovation Collaborative, NationSwell hosted a virtual Leader Roundtable designed to bring together impact leaders across sectors to surface the most promising models, partnerships, and strategies shaping the future of work. Some of the most salient takeaways from the discussion appear below:

Key Takeaways:

Normalize many paths over one pipeline. The four-year degree can’t be the only story we tell about success; apprenticeships and tech training need equal visibility. When young people can stack paid work, credentials, and education in parallel, they build higher earning power and employers gain a real, renewable talent strategy instead of a nice-to-have program.

Treat talent as a system, not a series of programs. The bright spots aren’t isolated pilots, but sector-level models where industry, K–12, higher ed, philanthropy, and government rewire how they work together. When employers define skills, commit to hires, and co-fund shared infrastructure, training stops being philanthropy and starts being core business.

Make AI a muscle everyone builds instead of a specialty held by few. AI “readiness” requires weaving tools, experimentation, and ethics into every role, curriculum, and career stage. When learners and employees practice using role-specific AI in real workflows, they show up as operators and co-designers in a rapidly changing economy.

Design for a figure-eight career. The new reality is looping: people move into a role, come back for training, pivot to a new role, and repeat. Workforce systems should celebrate these shifts, provide ongoing upskilling, and build clear internal pathways.

Meet emerging workers where they are. Gen Z expects mobile-first, gamified, peer-driven experiences that help them explore, belong, and level up. Career hubs, points, leaderboards, reels, and mentors – especially when built by young people – translate opaque industries like technicians, data centers, and advanced manufacturing into tangible and desirable futures.

Center narrative, transparency, and trust in the AI era. There’s a growing gap between expert optimism about AI and everyday workers’ questions about surveillance, environmental impact, and job security. Leaders who listen continuously, speak plainly about how tools are used, and invite employees into shaping guardrails can turn anxiety into agency.

Build for scale by proving ROI and impact. Philanthropy can ignite innovation, but durable solutions hinge on employer investment tied to clear returns. When companies can see and measure how apprenticeships, scholarships, and AI-enabled matching drive productivity and retention, “workforce of the future” shifts from a social good project to a competitive advantage.

Q3 2025 Social Impact Trends

Q3 2025 Social Impact Trends

NationSwell’s quarterly trend spotter provides impact professionals with visibility into the most noteworthy, timely, and material shifts in the field. For Q3 of 2025, our report explores the following six trends:

  1. Corporations are quieter on ESG/DEI – and delaying some reports
  2. “One Big Beautiful Bill” has material implications for corporate giving strategies
  3. Values-driven public pressure is influencing reputations and sales
  4. Workforce development is surging as a strategic priority, driven by widening skills gaps
  5. Impact teams are increasing AI adoption while attention grows on need for ethical governance
  6. The U.S. is experiencing climate & ESG policy setbacks while global rules march on
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AI x Impact: Leading Practices, Applications, and Approaches

Posted on by Brianna Provenzano

On November 18, NationSwell hosted a virtual Leader Roundtable dedicated to unpacking how artificial intelligence is transforming the way we work, communicate, and create impact. From advancing organizational efficiency to reshaping advocacy and service delivery, AI holds enormous potential — and raises equally pressing questions around ethics, equity, and governance.

Some of the most salient takeaways from the conversation appear below:

Key takeaways

Treat AI adoption as a culture-change initiative, not just a tech rollout. Invest in thoughtful change-management strategies: designate AI champions, embed AI into everyday workflows, and ensure all staff achieve at least baseline competency through training.

Build an AI Champion network to accelerate culture change. Identify early adopters across functions and empower them to model practical use cases, lead demonstrations, and mentor peers. Champions make AI visible and approachable, increasing the likelihood of shifting day-to-day behaviors.

Recognize that this moment requires upskilling and unlearning. Encourage teams to move beyond legacy workflows and reimagine how work gets done with AI as a strategic partner. Beyond technical training, this requires a mindset and behavioral shift that fosters adaptability and continuous learning.

Establish clear policies to guide responsible, mission-aligned AI use. Staff need clarity on what is encouraged, allowed, and off-limits. Transparent guardrails reduce anxiety, build trust, and empower teams to deploy AI confidently and ethically.

Enable each team to define AI applications relevant to their work. Functions such as philanthropy, marketing, compliance, and operations will leverage AI differently. Facilitating team-specific exploration uncovers meaningful use cases that improve workflows and drive impact.

Clarify AI’s sustainability footprint to remove barriers. Many hesitations arise from misconceptions. Provide accurate context on energy use, environmental impact, and organizational commitments, ensuring sustainability concerns do not hinder adoption.

Identify opportunities where AI can deliver strategic value. Look for high-volume, operational, or repetitive tasks where AI can save time, enhance rigor, and create consistency, freeing teams to focus on higher-impact work.

AI and the Public Good: Who’s Governing the Future?

Posted on by Brianna Provenzano

Artificial intelligence is reshaping nearly every corner of our lives — from how we work and learn to how we participate in civic life. Yet as the technology races ahead, governance has struggled to keep pace. 

During a candid panel discussion at NationSwell Summit on October 22 hosted by David Gelles — New York Times reporter and author of Dirtbag Billionaire — Mike Kubzansky, CEO of Omidyar Network, and Miriam Vogel, CEO of EqualAI, explored how society can steer AI toward the public good. Kubzansky emphasized the urgent need for public oversight and values-based regulation that puts people, not profit, at the center of innovation, while Vogel highlighted practical steps organizations can take now — from embedding accountability in everyday workflows to cultivating ethical reflexes inside teams — to ensure AI serves all communities equitably.

A full recap of the panel’s insights can be found below.

Takeaways:

“We shouldn’t expect profit-driven companies to prioritize the public good — that’s not how capitalism works. If we want AI to serve society, we have to build the incentives and accountability to make that happen.”

  — Mike Kubzansky, CEO, Omidyar Network

  • Artificial intelligence isn’t a future issue — it’s a governance crisis happening in real time. The world is deploying AI faster than it can define what “good governance” means. Most organizations use AI in some capacity, but few have internal standards, accountability systems, or a clear understanding of what responsible use looks like.
  • Every technological revolution has had a societal reckoning — except this one. From pharmaceuticals to nuclear energy, past innovations prompted debate and regulation. In the digital era, no such collective framework exists, leaving critical decisions to private companies and market forces rather than shared values or public consent.
  • The real gap isn’t technical — it’s institutional. There are no common definitions, standards, or liability frameworks for AI use. As a result, companies set their own rules, often inconsistently. Building shared norms and accountability mechanisms is now as urgent as any technical breakthrough.

“You cannot regulate your way out of this; governance starts inside the organization. Every company needs to know how it’s using AI, who’s accountable, and what happens when something goes wrong.”

— Miriam Vogel, President and CEO, EqualAI

  • Governance begins inside organizations, not in Congress. External regulation alone can’t ensure safe or ethical AI. Companies need internal “AI hygiene”: clarity about where AI is used, who is accountable, and how issues are surfaced and resolved. Without internal governance, regulation becomes meaningless.
  • Regulation does not stifle innovation; confusion does. Rules provide clarity, not constraint. Some of the most innovative economies operate under strong governance frameworks. Real innovation thrives in environments where safety, trust, and transparency are built in from the start.
  • Public trust is collapsing, and AI literacy is the cure. Half of Americans report being more afraid than excited about AI. Those who understand it are more optimistic, suggesting that AI literacy — not hype or fear — is the foundation for responsible adoption and social trust.
  • Profit-driven systems won’t self-correct. Expecting companies to prioritize ethics over revenue misunderstands capitalism’s incentives. Governance must come from a mix of policy, investor expectations, and board accountability — ensuring AI’s social license to operate.
  • There’s still time to design responsible AI — but only if we demand it now. Responsible AI isn’t theoretical: it requires clear accountability, transparent testing, and leadership ownership. The companies that get this right will be the ones that earn both consumer trust and long-term viability.

Five Minutes with… Katie Levey of TCS Digital Empowers

Posted on by Brianna Provenzano

As technology continues to reshape every industry, too many workers and communities are at risk of being left behind. The Digital Opportunity Playbook, developed by the Tata Consultancy Services’ Digital Empowers team with partners across business, government, and the nonprofit sector, offers a practical roadmap for closing that gap. Drawing on insights gleaned from more than 70 leaders nationwide, the playbook outlines four “plays” that help communities and employers move from access to agency: expanding digital inclusion, strengthening K–12 STEM, building digital confidence, and reskilling adults for meaningful careers.

At a moment of rapidly shifting workforce needs, the Digital Opportunity Playbook is designed to help industry and community partners act together to align economic growth with equity by ensuring digital skills and pathways are accessible.

For this installment of Five Minutes With… NationSwell sat down with Katie Levey — Global Program Director of Digital Empowers — to learn about how the playbook came together, what it reveals about the future of work, and where the work is headed next.

NationSwell: Can you give us an overview of the playbook’s scope — how does it build upon TCS’s legacy of community investment?

Katherine Levey, Global Program Director, Digital Empowers: TCS has a long history of supporting underinvested communities’ entry into the digital economy through STEM, literacy, entrepreneurial and career readiness programs.

Digital Empowers builds on that legacy by bringing together stakeholders across sectors to collaborate on these issues. Sometimes that looks like research, insights, and webinars; other times, it looks more like collective action with partners who are working toward specific solutions in STEM, digital opportunity, or workforce readiness.

Before moving forward with the playbook, we spoke with 70 leaders from business, government, and nonprofits across the U.S. to help us understand where the need was greatest. From those conversations, we identified four key themes, or “plays,” that form the foundation of our work: expanding digital inclusion, strengthening K–12 STEM, building digital confidence, and reskilling adults for high-demand careers. 

NationSwell: What makes the playbook unique — how does it stand apart from other reports or initiatives in the space?

Levey, Digital Empowers: Unlike many white papers, the playbook draws on interviews with a wide cross-section of stakeholders to define problems as communities and industry see them together. The process took a lot of time, all of which proved to be a valuable investment. It  gave us a really strong pulse check on shifting needs and perspectives. The findings now serve as a foundation for collaboration through regional events and the new national Digital Opportunity Council.

The response from stakeholders has been consistent as we’ve shared elements of the playbook: Across companies and communities, there’s strong alignment around ideas related to workforce reskilling needs. These aren’t abstract “future of work” conversations anymore — the challenges are here and now. With limited funding and increasing constraints, collaboration is essential, and this initiative is designed to create the partnerships needed to address them.

NationSwell: During the course of those interviews, did you uncover any particularly surprising insights that might be surprising to readers?

Levey, Digital Empowers: Two points really stood out for us: First, in the workforce, there’s growing recognition that, while four-year degrees remain important, alternative pathways are  critical for the many people who can’t immediately access a bachelor’s degree. Companies are increasingly exploring credentialing, learn-to-work programs, and apprenticeships as viable routes to support opportunity.

Second, when we talk about STEM education, we’re not just talking about technical skills anymore. There’s a strong push to integrate social and emotional learning — soft skills like problem solving, leadership, communication, and the ability to collaborate and contextualize work. What surprised me is how often practitioners emphasized that this isn’t a “nice to have”; it’s essential. To ground AI and other technologies in the real world, people need both technical literacy and human skills. Teaching STEM proficiency alone isn’t enough. Without addressing barriers to areas like resilience and belonging, these technical skills can only go so far. The combination of STEM and social-emotional learning is what truly prepares people to thrive.

NationSwell: How does TCS define its role in shaping inclusive digital ecosystems, and what do you see as your responsibility beyond the private sector?

Levey, Digital Empowers: This work is really part of our DNA. TCS’ parent group, Tata Sons, was founded in 1868 with a vision to help India grow and develop. As the company grew into a global enterprise, Tata has invested in communities through skilling, literacy, and partnerships with diverse populations around the world, and that legacy of community investment continues to shape how we operate today.

With Digital Empowers, our focus is on building an inclusive ecosystem by working with communities rather than imposing solutions. While we run STEM-education, literacy and other programs nationwide, this initiative — and the playbook — has been more about listening: we’re gathering feedback, learning from different perspectives, engaging stakeholders closest to the issues, and bringing corporate partners into the fold. Through regional events and advisory councils, we’re ensuring collaboration is built in at every step.

NationSwell: What are the next steps for Digital Empowers after this report — and what are your call-ins for the NationSwell community?

Levey, Digital Empowers: Digital Empowers is launching a series of regional events, Collaborating for Connected Futures, in New York, Detroit, Chicago, and Dallas to take the playbook deeper at the community level. The first, held in New York during UN Week, will bring civic, industry, and nonprofit leaders together to explore digital inclusion, hear directly from community voices, and spark new partnerships that adapt the four “plays” locally.

In parallel, we’re also establishing the Digital Opportunity Council — a national forum of companies and select nonprofits committed to expanding digital opportunity and workforce development. Designed to be light on time but high on impact, the Council will focus on digital skills, workforce readiness, and community partnership, with members connecting regularly to co-define problem statements and co-design informed solutions. We are currently accepting partners interested in serving on the Council.

To learn more about opportunities to get involved, reach out here.