How do you define strategic philanthropy – and how does it differ from traditional forms of philanthropic giving?
Strategic philanthropy goes beyond making donations. It is an intentional and structured way of deploying capital for public benefit. The first step is to establish clarity: What change is the client trying to achieve, for whom and over what time horizon? The next step is to translate that intent into governance choices, capital allocation, the right vehicles and the partnerships needed to deliver results. This also requires discipline as clear objectives must be matched with measurable outcomes and reporting as well as a commitment to learning over time. It is also important to see that no initiative exists in isolation.
What does that mean in practice?
You have to understand the broader ecosystem, including other funders, implementers, institutions and communities, to have greater impact. What distinguishes strategic philanthropy from traditional giving is that it treats philanthropy as a long-term strategy and a managed portfolio rather than a series of one-off contributions. At Philanthropy Advisors, we help translate philanthropic ambition into delivery – this includes aspects such as governance, execution capacity and partnerships that sustain impact over time.
What is the importance of strategic partnerships?
They are essential because most of today’s challenges are system challenges. This means no single donor, foundation or company can address them alone. Effective partnerships combine complementary strengths: NGOs and local actors bring proximity and delivery capacity. Multilateral institutions bring scale and convening power. Businesses contribute innovation, operational expertise and supply chain capabilities.
How do you ensure multiple partners collaborate effectively?
I believe the difference between a partnership that works and one that stalls is governance. Shared objectives, clear roles and defined decision rights, as well as a common approach to monitoring and accountability, are what turns good intentions into results.
And what about the “benefits” for the donors?
Donors increasingly look for three things: Confidence, integrity and coherence. Confidence that their capital will achieve meaningful outcomes. Integrity in governance and reputation. And coherence between their philanthropic engagement and their broader long-term objectives, whether family, entrepreneurial or institutional. Strategic philanthropy enables donors to learn, adapt and scale what works rather than dispersing their effects across disconnected initiatives. When approached thoughtfully, philanthropy strengthens legacy, reinforces values and creates continuity across generations.
Which opportunities can strategic philanthropy create for businesses?
They increasingly understand that long-term performance depends on the strength of the ecosystems in which they operate, i.e. communities, supply chains, public institutions and environmental systems. Strategic philanthropy can reinforce their license to operate. It also plays an important role internally as employees increasingly want to work for responsible companies whose values are reflected in action. Clients are today also more attentive to how companies integrate impact into their business models. Trust, brand loyalty and purchasing decisions are influenced by whether a company is seen as contributing positively to society. Investors are equally aware that for businesses to remain investable over time, they must operate within stable and resilient societies. Long-term value creation is inseparable from social and environmental stability.
What can you tell us about trends in the impact and philanthropy sector in recent years?
The sector is operating in an increasingly complex environment. Humanitarian and social needs are rising as conflicts multiply and climate-related shocks increase displacement and pressure on health and social systems. At the same time, public budgets are tightening in many high-income countries, and overseas aid budgets have been cut. The gap between needs and resources is widening. Philanthropy cannot replace states but the flexible capital it provides can help de-risk innovation, mobilise co-funding, strengthen institutions and support system resilience over time.
What about the donors themselves?
We see a shift from giving to building, from isolated projects to systemic portfolios, and from collaboration to true co-creation. Funding is becoming more multi-year and flexible. Evidence is used more deliberately to guide decisions. And the spectrum of capital is widening, with grants increasingly combined with impact investing and blended finance to unlock scale. In short, philanthropy is becoming more strategic – not only because of ambition but because the context requires it.
What about the Next Generation’s approach to strategic philanthropy?
They are engaging with philanthropy earlier and more intentionally. In many families, conversations about wealth management now include discussions about impact. Sometimes parents introduce their children to philanthropic governance; in other cases, younger family members are the catalyst, encouraging a more structured and ambitious approach to giving. What distinguishes this generation is its global exposure and global connectivity. Many members of the Next Generation have travelled widely, studied or worked internationally, and built diverse networks across sectors and geographies. At the same time, through social networks and real-time information flows, they are often sensitised early to humanitarian crises, social justice issues and climate challenges.
How does this shape their attitude to giving?
This combination of lived experience and constant digital awareness shapes a strong responsibility. They tend to see philanthropy not as an optional extension of wealth but as a part of responsible stewardship. Transparency, measurable outcomes and accountability matter to them. Rather than remaining passive donors, many seek active engagement – meeting implementation partners, understanding operations and contributing time alongside capital. In that sense, the Next Generation is not simply inheriting philanthropic structures. It is modernising them, accelerating professionalisation and pushing the sector toward greater intentionality and long-term systemic impact.
This interview was published in the spring 2026 edition of EFG’s InTalks magazine.