NRC, through its Digital Community Hubs, aimed to set up a two-way dialogue with communities, share relevant information with vulnerable people in an accessible way, collect real-time data on needs to deliver better programs in an integrated manner, rapidly deploy and utilize the platform, and connect to various communication channels. However, as NRC advanced its digital transformation strategy, the need to ensure constant learning about the potential, limitations, and risks of digital initiatives was fundamental. The adoption and effective use of digital tools were part of digital transformation processes that could be hindered or enabled by a wide variety of factors, with no “one-size-fits-all” journey. Additionally, not all sectors of an organization underwent the same changes or disruptions, making the implementation of digital initiatives a highly dynamic process with different and asymmetrical impacts across and within sectors. Thus, assessing the roll-out and implementation of the DHCs required a holistic approach, similar to the one DPA utilized during the development of NRC’s Digital Maturity Assessment and in the after-action review of NRC’s digital grants management tool, Cycles.