Inertia is powerful. A glacier moves with inexorable momentum. Once set in motion, its massive ice rivers can reshape entire valleys and take tremendous energy to stop. USAID was a glacier of global development—slow moving but powerful—creating entire ecosystems in its wake while filling rivers with its funding meltwater.
With its dismantling and the associated decrease in OECD funding, impact practitioners have been searching for new sources to feed the rivers of change. There is significant excitement around forging new partnerships between industry and philanthropy.
Resonance recently convened a closed-door, virtual roundtable with leaders from corporations and philanthropies. We reflected on the evolving context of cross-sector collaboration. Four key themes emerged from the candid discussion:
But how can companies get started? How do you lay the groundwork needed to partner with philanthropy driven by entirely different motivations than the return-seeking investors?
You need to make sure your internal systems and operations are ready to engage before reaching out to private foundations to discuss possible partnerships. You also need to craft a compelling value proposition of what you bring to the table (more on that in a future post).
One of the biggest mistakes companies make exploring philanthropic partnerships is making a big ask in the first meeting. Foundations can spot transactional approaches a mile away.
Start conversations early. Build relationships over several months. Learn how each foundation thinks, who are decision makers, and what their funding cadence looks like. Show genuine interest in their work. Do all this before you need a partnership.
Invest in relationship depth, not breadth. Remember that real partnerships emerge from repeated interactions and growing trust. Early conversations should focus on learning, not selling.
Program officers within philanthropies own relationships on a day-to-day basis. Identify who leads programs aligned with your priorities, particularly in large foundations where program teams work independently from one another.
Secure executive sponsorship early. Partnerships often stall when sustainability teams operate in silos without broader buy-in across the organization. Brief your executives on the strategic value of philanthropic partnerships and get them on-board—even conceptually—early on.
Local market teams are equally critical! Most multinationals coordinate ideas at a global level. Check on local implementation capacity and enthusiasm. Without local market buy-in, programs often struggle with implementation.
Align internal systems and processes. Review your legal and compliance processes. Can you execute partnership agreements within reasonable timeframes? Can you provide the transparency foundations need? Make sure you are operationally ready to partner before engaging. The last thing you want is to get an enthusiastic “yes!” and be unable to deliver.
Partnerships fail when neither side knows who can say yes. Define decision rights upfront, within your organization.
Who approves partnership strategies? Who can commit resources? Who makes implementation decisions? How do you resolve internal disagreements about partnership direction?
Map these decision structures before approaching foundations. You'll move faster once conversations get serious.
Remember, when glaciers melt, they create fertile valleys for something new to emerge.
The $40B ODA gap isn’t just a void—it’s a landscape ready for companies and foundations to reshape together, with opportunity to collaborate on shared goals. Those that prepare internally and build authentic relationships will be best positioned to guide where the new rivers of investment and impact will flow. To be successful, invest in the groundwork early.
What do you see as opportunities for cross-sector collaboration and innovation? How have you ensured that your organization is ready to approach impact differently?
Resonance is an award-winning sustainability and impact advisory firm specializing in partnership design, management, and measurement. We work with leading companies, governments, and philanthropies to deliver impact and advance sustainable prosperity for all. Contact us to discuss your foundation partnership strategy.
Author: Rebecca Meisels is a Principal at Resonance with 20 years of experience across commercial and impact roles in the private sector. She has delivered double-digit growth to emerging market businesses and supported large philanthropies to understand build partnership strategies with private industry. Rebecca is based in Nairobi, Kenya.