How can cross-functional collaborations help you stay ahead of emerging trends in philanthropy?

Cross-functional collaborations are instrumental in staying ahead of emerging trends in philanthropy, fostering innovation, and maximizing the impact of charitable initiatives. Philanthropy, like many sectors, is subject to evolving trends driven by changes in technology, social dynamics, and global challenges. Here's how cross-functional collaborations can position organizations to stay ahead: Diverse Perspectives Drive Innovation:Cross-functional collaboration brings together individuals with diverse backgrounds, skills, and expertise. This diversity of perspectives sparks creativity and innovation.

Cross-functional collaborations can help you stay ahead of emerging trends in philanthropy by providing a diverse range of perspectives, skills, and expertise. By working with people from different backgrounds and departments, you can gain a more holistic understanding of the needs and opportunities in the field, identify new opportunities for collaboration and innovation, and develop more effective and sustainable strategies for achieving your goals. Additionally, cross-functional collaborations can help you build stronger relationships with stakeholders, foster a culture of collaboration and innovation, and increase your organization's agility and responsiveness.

Cross-functional collaborations play a critical role in staying ahead of emerging trends in philanthropy by bringing together diverse perspectives, expertise, and resources. It’s one of the primary reasons that the #DAFGivingSummit was created to bring together the brightest mind in the philanthropic space to help shape the future. As with any industry, collaboration is beneficial for many reasons but especially important are the diverse perspectives that can help identify emerging trends that might not be immediately apparent from a single viewpoint. Equally crucial is the capacity for collaboration to fuel innovation and creativity, tapping into the unique perspectives and experiences brought forth by each collaborator.

Rich people build networks, the poor and middle class build resumes. This not only applies to the game of capitalism but also to philanthropy!

Having served as Executive Director for a university foundation, and, having served on the board of trustees of a community foundation, a cross functional opportunity can assist in broadening a foundation's focus such as in Diversity, Equity and, Inclusion, whereby diversity welcomes all protected classes and disadvantaged communities; That the three dimensions of equity of justice, freedom and safety are defined, and inclusion also incorporates accessibility and belonging. A foundation has an arc, a trajectory inter-generationally over time and the cross collaboration such as in the work of DEI can bring greater purpose that appreciates the uniqueness of all in the universal journey of life as philanthropy is known as a love of humanity.

By leveraging the power of digital, philanthropy can go a long way to ensure and thus measure impact. With emerging open source technologies and emphasis towards frontline health worker populations and their community work, organisations can improve operational efficiencies, register beneficiaries, run efficient program delivery systems and generate reports all in real time- all this while collaborating with digital stakeholders who have emerged to be vital cogs in philanthropic work

The power of being Digital helps Multi connect and quick access to information. It can also help an individual to innovate. Less is more in this one ..

Cross-functional industry perspectives combined with age and ethnic diversity is a winning combination in reaching new demographics of donors. Input from all those helps you understand how you and your nonprofit are perceived among different donor groups, how to craft your message so that your donors hear your message, the technology they best respond to, and how best to respond to those interested in your cause. Knowing and responding to donors’ needs, likes, and preferences is a fundamental tenet of fundraising. Their giving is about them, not you or your organization.

Philanthropy today is very different from what it was earlier. We have evolved from classical chequebook philanthropy to catalytic philanthropy. Thanks to several "paradigm shift" moments in technology, there has been a massive change in the way philanthropies are leveraging the digital technology. Many a times, Program team has limited understanding about technology and how to use it for better programming be it planning, monitoring or implementation. Collaboration is the key. Creating a CFT in a matrix structure with dedicated owners and drivers can certainly prove productive for co-creation and getting buy in from various internal stakeholders. Change management is not possible without collaborative digital transformation.

Collective intelligence opportunities within philanthropic work is vital to the success of any org seeking to make social impact. People are recognized as experts based on what they share rather than what they keep to themselves. Leverage the digital footprint of social media influencers for corporate social responsibility. By cobranding with a philanthropy, the influencer frames their brand around the impact of the cause / org. The org is able to grow and meet new constituents and the influencer or corporation is able to engage their stakeholders with doing social good. Win/win for all involved. Transparency, authenticity, and accountability are sacred attributes of any modern leader. Leaders cannot hide any more.

In my experience- systemic solutions call for systemic change. Interdisciplinary thought and action. Problems are multi-faceted and cross collaboration are really key to understanding all angles of an issue and potential solutions. For example- my doctoral research is in food equity. This issue is more than just providing access to food. It is transportation, health, proximity, behavior, change, etc.

Another important stakeholder in the design of solutions to given problems are the people who will use the system, both as staff and clients. Problem solving done in a team environment always yields better results than a single individual. Just remember that working group theory tells us that any more than seven people in a group ceases to be efficient.

Through cross functional collaborations we benefit from a kaleidoscope of vantage points on whatever issue or problem we are addressing. Because of our organizational role , gender identity, cultural experience, socio-economic class and so much more, we each see things through a unique lens. Having these varied vantage points, come together to address a problem at the community level or societal level is critical. We need more people at the table not fewer!

Systems change is extremely difficult as systems are humongously complex. Human body is perfect example of a complex system. Although social science schools had some tools to understand complex systems, in my view some really useful cutting edge tools are Systems Mapping and Systems Thinking. People from various backgrounds (in terms of education and experience) need to come together to form cross-functional team that can draw things from a multi-disciplinary point of view. Complex systems require multiple lens to look at. A team can start with Problem Tree and Objective Tree; and then build in-depth understanding through social research to come up with a comprehensive Systems Map with each relationship and factors of influence.

We deliver training across sectors and this enables us to facilitate an exchange of knowledge and best practice wherever we go. We think of ourselves as conduits of 'this is what works and it's tried and tested'. It's a wonderful thing to be able to do. We do not reinvent wheels, but we show everyone how people are driving income generation, effectively. From Hospices, to helicopters (Air Ambulances), Benevolent funds to Fundraising tech solutions, we all have something to share and it's wonderful to provide tools that do the job.

For any good philanthropy to move to the next level of the maturity curve, Learning & Evaluation needs to be the most important function. Unless an organization is able to learn from and reflect upon its past work, it can never inculcate a culture of continuous improvement. People would tend to settle in their comfort zones and would continue to do the same thing in happily ever after manner. If a philanthropic organization is serious about pushing the envelop, it must give due importance to Learning & Evaluation. Capacity building of people from various functions will be a key thing to enable that. Other than internal working groups, there should be meaningful collaboration with external agencies to institutionalize unbiased evaluation.

????Socrates said it best, “all I know, is that I know nothing.” If you are open to constantly learning about the new tools in the industry, you will always be just ahead of the curve. Generative AI, mobile-ready CRM’s and a new social platforms are all part of the rapidly changing landscape. Know what you don’t know, and you’ll always learn something new. It should no longer be acceptable to make a passing joke about “all this new technology, it’s too much!” That would be like a carpenter joking about his inability to use a new style hammer or a doctor joking about a new scalpel. Know your tools, embrace new ideas and keep embracing new efficiencies.

A great tool to understand a co-worker’s underlying basis of behaviors is the DISC assessment. In my experience, the people who drive me nuts at work, are those perspectives and skills I need the most. To get the most out of the relationship, I must avoid judgement, assume the person has good motives, and truly accept him or her without trying to change who they are. An objective assessment like the DISC helps me achieve those objectives.

A common cry in philanthropy and social support sectors is: we wish we could do more. Social problems are often complex and ingrained across generations, so working towards improvement or resolution is often beyond the scope of individuals or place-based organisations. Using the combined thinking and power of collaboration between business, government, philanthropy and social services has been crucial in driving positive impact in our community and increasing trust between organisation which have aligned views and values.

Collaborative teams serve as powerful mechanisms for building trust and aligning stakeholder interests and are also instrumental in synchronizing organizational priorities. This approach not only strengthens the team internally but also contributes to the overall success of projects and initiatives by leveraging the collective expertise and commitment of team members.

Cross functional relationships are essential to maximising income generation and driving efficient ways of working. Too often activities in silos replicate and fail to complement each other and this can be avoided by sticking your head above the parapet and finding out what other people are doing. Be nosy. Be open to collaboration. See working together as a strength not a chore. Be unafraid to assist another departments or organisations even with no defined outcome to your work, immediately. Working together let's us thrive together, even if the benefits are not immediately recognisable, you are banking profitable returns and making opportunities that will be worthwhile. At Keepace we naturally embrace collaboration and it pays dividends.

First & foremost I try to assess intentions of the individual or an organisation who is approaching me before entering into any cross functional collaborations. Being a Philanthropist I need to ensure people with whom I am collaborating should carry similar level of work ethics, good intentions and passion as me else projects will not turn out to be right!! So for me assessing intentions, understanding their background, judging trust & beliefs is quite important.

Trust, work ethics and Intentions are few other parameters where we should keep an eye while being collaborative. The moment you loose trust on other person/ organization and a vice versa everything that we are talking about goes for a toss. So clarity in vision, roadmap and terms of work should be very very clear attached with trust and moral beliefs.

You have written very meticulously and my appreciation for this. I am pleased to add that you should read on the National CSR Exchange Portal. There is a large number of Donors on the Portal and it is their daily job all through the year to manage philanthropy very professionally. What we are talking here is part of their job and they interact with 1000s of people. Interaction with them enlighten more on the subject we are talking about. They can also help in getting the collaborations and make things easier. Fundraising becomes easier with their guidance and help for meaningful purposes. Best Wishes for your endeavours. You have made very good use of AI. I am pleased add that you should read on the National CSR Exchange Portal.