Scaling with Purpose: Lessons from Expanding the Girl Icon Program

In the throes of the COVID-19 pandemic, the world witnessed an unprecedented disruption of lives, economies, and social structures. 

At Milaan Foundation, we saw first-hand the devastating impact on adolescent girls in low-income and historically marginalized communities. Yet, amid the uncertainty, our commitment remained unwavering — 

To expand our reach and empower over 100,000 girls in Uttar Pradesh, Madhya Pradesh, and Karnataka by the end of 2025.

We had a clear ambition, a well-defined goal, and a strategic roadmap. 

We envisioned leveraging our Girl Icon alumni network, equipping them to become mentors and project assistants for the next generation, while also integrating technology to enhance program management and delivery. On paper, it looked seamless. But as any leader knows, execution on the ground is a vastly different experience from planning on an Excel sheet.

I often joke that if scaling were as simple as adjusting formulas in a spreadsheet, we could achieve 100x or 200x growth effortlessly. 

However, real impact — especially when working at the heart of communities — requires far more than formulas. It demands adaptability, patience, and a deep understanding of how change is absorbed at the grassroots level.

Reality Check: Scaling Isn’t Just Growth

One of our fundamental assumptions was that our Girl Icon alumni, having been through the program, would easily transition into leadership roles. They knew the curriculum, the challenges, and the power of mentorship. We also assumed that technology would be quickly adopted, given that many young girls are digital natives.

However, reality taught us otherwise. The previous cohort of alumni had experienced a three-year program with intensive in-person training. In contrast, our new model condensed the program into 18 months with a significant shift toward virtual learning. While technology enabled accessibility — especially for girls constrained by social norms — it also altered the dynamics of engagement. 

The bonds formed in physical spaces could not be entirely replicated over Zoom.

Moreover, the learning curve for both alumni and new participants was steeper than anticipated. Transitioning to digital learning required a shift in mindset, and while we expected quick adoption, we underestimated the time needed for true integration. Communicating these changes effectively to the new batch of Girl Icons also proved more challenging than we initially thought.

Technology: A Double-Edged Sword

While we integrated a digital framework for program delivery and monitoring, we encountered resistance at multiple levels. 

For senior managers, technology offered real-time data and oversight. But for those on the ground, it felt intrusive — a constant demand for updates, even when faced with electricity shortages or internet disruptions. The challenge wasn’t just about introducing new systems; it was about fostering a culture where technology was seen as an enabler rather than a surveillance tool.

Another unexpected hurdle was the cultural and process adaptation of technology. For example, in our application process - We introduced a requirement for candidates to submit a one-minute video along with their demographic details.

 With 22,000 applications, we soon realized that without a structured evaluation system, reviewing videos at scale became overwhelming. 

Patterns of similarity emerged, making differentiation difficult. It became clear that scaling isn’t just about expanding reach — it’s about designing systems that support scale effectively.

At Milaan, scaling isn’t just growth — it’s about building lasting impact. We’ve learned that true resilience comes from well-designed systems, continuous learning, and anticipating ripple effects. A single strategic shift, like digitizing applications, reshapes how we work. Real scale isn’t about speed; it’s about adapting, refining, and sustaining meaningful change.

Redefining Scale for the Future

As we continue this journey, I often reflect on what scale truly means — not just as an organizational goal but as a leader. Scale isn’t merely about expanding reach; it’s about deepening impact while ensuring quality.

If I could go back to the drawing board, I would invest more time in defining what scale means to us, how we measure it, and what structures best support it. Scaling for the sake of growth is easy — real impact-driven scale requires foresight, adaptability, and a relentless commitment to learning.

I would love to hear from others — 

How have you approached scaling in your organizations? 

What have been your wins, your struggles, and the lessons that shaped your journey?

Let’s learn from each other, because sustainable impact is built not in isolation, but through shared wisdom and collective action.