Much of the talk about strategy in philanthropy focuses on its development. Less frequently discussed is implementation. But, as former Robert Wood Johnson Foundation President Steven A. Schroeder contends, good strategy is useless if it isn’t implemented well. “Execution trumps strategy,” he argues.
So what gets in the way of good implementation?
In a survey CEP conducted about strategy at foundations, we asked program staff about the extent to which they believe they have the necessary resources, skills, and authority to implement their strategies.
The data represents responses from 89 program staff members at private foundations with $100 million or more in assets, who were asked to rate on a scale of 1 (“Strongly disagree”) to 7 (“Strongly agree”) the extent to which they agree with the statements listed in the chart. The percentages reflect ratings on the positive end of the spectrum, any answer of 5-7 on the 1-7 scale.
More than one-third of program staff members report not having adequate resources – monetary and nonmonetary (time and staff) – to implement their strategies. While having enough resources is critical to carrying out a foundation’s strategy, foundation staff also need to have the necessary expertise and skills, coupled with adequate authority, to implement that strategy. Nearly 90 percent of the program staff surveyed believe they do have the necessary skills and expertise. However, more than one-third do not believe they have adequate authority to successfully implement their strategies.
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What separates more strategic foundation leaders from less strategic ones? To read CEP research that explores the state of strategy at private foundations and identifies behaviors and practices common to more strategic leaders, see the report Essentials of Foundation Strategy written by Ellie Buteau, Ph.D., Phil Buchanan, and Andrea Brock.
Ellie Buteau is Vice President – Research at the Center for Effective Philanthropy
