Vijay Solanki, Senior Advisor at 24HRBP, explores a critical challenge facing many NFPs: the burden of complexity in the name of strategy.
In the corporate world, strategy is a funded function. In the not-for-profit world, it can be a cobbled-together compromise. Despite shouldering society’s most complex challenges, from disability inclusion to climate justice, many NFPs still operate without a tailored, timely or even usable strategy support.
Instead, they’re left with three suboptimal options: pro bono help that lacks follow-through, templated plans with no nuance or high-cost consultants delivering presentations that never reach program teams.
This isn’t just a resource issue; it’s strategic inequality.
According to Bridgespan, while 83% of nonprofit leaders say strategy is vital, fewer than half believe their current plan meaningfully guides day-to-day decision-making and operations. The result is a familiar pattern: overwhelmed leadership teams, conflicting priorities and organisational drift.
The issue isn’t that the strategy is missing; it’s that the strategy is misaligned with the organisation’s mission and values. Some plans are too dense to action; others are so simplified they become generic. Neither helps a CEO or program manager answer the fundamental questions: Where are we going? What matters most right now? And how do we explain it to our people and key stakeholders?
This is where a more practical, structured approach makes a difference, one that draws on four essential components of effective strategy execution.
Starting with context, not just vision
Before an organisation can define where it’s going, it needs to understand its market position. Yet many NFPs jump straight into goal setting without a clear view of the market in which they operate.
A market analysis means more than just looking at its competitors; it’s about garnering a true understanding of industry trends, shifting beneficiary needs, organisational DNA and unique differentiators. For example, Headspace (Australia’s youth mental health foundation) sharpened its position during the pandemic by recognising a spike in demand for digital mental health tools and a growing need for culturally responsive services. Rather than reacting piecemeal, their leadership used this insight to invest in new delivery models aligned to long-term trends.
This kind of grounded awareness enables smarter strategic choices. It separates surface-level planning from strategy rooted in the real world.
A strategy on a page
One of the most powerful tools for NFPs is a single-page articulation of purpose, vision, core offering, values and culture. Done well, it aligns the leadership team, guides behaviours, and filters decisions.
When strategy becomes too abstract, it drifts from execution. But when it’s clearly expressed, in language that speaks to the whole organisation, not just the Board, it becomes a daily reference point.
Justice Connect, a legal service NFP, is a good example. During a major tech transformation, Justice Connect codified a simple, values-led strategic plan that helped staff understand not just what was changing but also why. That alignment helped maintain momentum and morale during a period of operational disruption.
A strategy on a page isn’t a simplification; it’s a refinement of an organisation’s mission, providing leaders with a shared script that can be spoken aloud at team meetings, fundraising pitches or, yes, even a BBQ.
Turning ambition into action
Too many strategic plans end in ambition, articulating the “why” and the “what”, but never quite landing the “how”. For NFPs, where resources are often limited and priorities compete fiercely, the ability to translate strategy into action is critical.
A concise growth plan breaks down strategic goals into clear focus areas: fundraising growth, service expansion, community engagement or talent development. Crucially, it also identifies what needs to be true for these goals to succeed.
As an example, Infoexchange’s strategic focus on digital inclusion was underpinned by a practical growth plan: new tech infrastructure, cross-sector partnerships and a focus on evidence-based measurement. The plan wasn’t just aspirational; it was operational and, most importantly, achievable.
The top 10: prioritisation as a discipline
Strategy is just as much about what you say no to. For many leadership teams, it’s not the vision that’s missing; it’s the discipline to prioritise, so identifying a Top 10 list of “must-dos” for the next 12 months can be a powerful tool.
Each item should be owned, resourced and backed by a simple, concise action plan, thus avoiding the trap of strategic sprawl and allowing for real-time accountability.
It’s an approach increasingly seen in agile NFPs: those who set quarterly priorities across executive teams, track progress via simple dashboards and review trade-offs openly benefit. This rhythm of prioritisation builds execution muscle and ensures strategy stays alive throughout the year.
A smarter kind of support
If strategy is to become an asset, not an overhead for the NFP sector, funders, intermediaries and policymakers must shift their lens. Rather than treating strategy as a one-off project or audit item, it needs to be seen as an impact infrastructure. The kind that helps organisations stay adaptive, focused and collectively aligned. It’s an ongoing exercise with regular reviews and follow-ups to ensure action has been taken and that impact has been made.
This means funding strategy processes, not just outcomes. It means training Boards in strategic decision-making and giving leaders the time and tools to reflect, align and act, especially during uncertainty and economic hardships.
In a sector fuelled by compassion and conviction, it’s tempting to think strategy is a luxury. But in reality, it’s what converts belief into lasting impact.
Done right, strategy doesn’t sit in a binder on the shelf; it lives in decisions, conversations and everyday actions.
Because purpose without clarity is noise. And purpose without execution is just potential.
That kind of clarity isn’t just nice to have for NFPs; it is a strategic advantage.
Read also: NFP leadership program gets $1.1M boost
Vijay Solanki
A seasoned leader and purpose-led strategist, Vijay Solanki is Senior Advisor at 24 Hour Business Plan (24HRBP) where he drives rapid impact for not-for-profits and health organisations via sustainable growth strategies.
Solanki has a three-decade-long career in marketing and innovation, spanning executive roles at Unilever, Philips, Shazam and recently as CEO of the IAB. With a global leadership background enriched by experiences across continents, including Australia, Solanki has unmatched leadership experience and a strong track record in purpose-driven innovation. These proficiencies enable Solanki to champion change initiatives and foster inclusive environments conducive to innovation and growth.
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