The moments that foundations set aside to develop program strategies are exciting opportunities for expansive and deep thinking about how to make sustained system change and how to contribute optimally to solving a major social or environmental problem. In the headiness of the “big think” moment, when the Post-It notes are on the wall and the theories are being debated, it’s all too easy to overlook the operational details that make or break the ability of brilliant new ideas to bear fruit in the real world.   Leadership, staff, and grantees are best served when a foundation understands its own operational constraints as strategies are developed, so that the game plan that emerges is well matched to the money, labor, financing instruments, political influence, and attention span available.

Foundation leaders who want to make sure that they’re simultaneously thinking about the strategic “what” and the practical “how” should realize they have expertise to draw upon within their own teams. Staff from administrative departments like grants management, finance, legal, communications, and human resources, as well as support staff from program teams, can be true partners in strategy development, highlighting the operational ramifications of one strategic direction versus another. From their institutional perspectives, administrative and program support staff can help think through five basic questions that any strategic grantmaker should have front and center in their minds as they develop programs and strategies.

  1. Will we have the staff to implement this strategy?
  2. Will we have the grantmaking and administrative money to succeed?
  3. Do we have the right financing instruments?
  4. Is our political profile an asset for this strategy?
  5. Do we have the patience?

By integrating operational considerations into strategy development — matching “what we want to do” with “who we are” — foundation leaders will be able to start strategy implementation more quickly and smoothly, thus increasing the chances of success. Further, engaging administrative and program support staff from the outset will help create a shared understanding of the aims and the means to achieve success, and makes the most of the creativity and knowledge throughout the organization.

Read the full article about strategic aspirations and operational constraints by Ruth Levine at The Center for Effective Philanthropy.