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    Business as unusual: 4 things to do better on your philanthropic journey

    March 9, 2026 • by Peter Vogel, Etienne Eichenberger in Family business

    The four things successful families do to navigate the uncertainties of the modern world. ...

    The four things successful families do to navigate the uncertainties of the modern world.

    Rapid read:

    • Philanthropic families must build agility into governance, accelerating decision-making, budgeting, and crisis‑response architecture to remain effective amid mounting global pressures.
    • Cross‑generational collaboration and clear governance frames are essential, giving next‑gen members structured autonomy, coaching, and shared purpose to sustain long‑term mission alignment.
    • Greater impact comes from collaboration and systems‑level change, pooling resources with like‑minded families, and prioritizing root‑cause solutions over symptom relief to build resilient, future‑ready philanthropy.

    We are living in highly tumultuous times, and philanthropic families, just like any other, must find a way to navigate the noise. For these families, the stakes are higher, expectations are bigger, scrutiny is sharper, and the impact they are called to make has never been greater.

    An unprecedented number of global crises are both magnifying the role of foundations and intensifying the pressure placed on them to act. Boards are inundated with unsolicited funding requests, many of which are forcing them to make decisions that balance impact, family purpose, and reputational risk.

    I recently sat down with Etienne Eichenberger, a member of the advisory board of the Debiopharm Chair on Family Philanthropy at IMD, co-founder of Wise Philanthropy Advisors, and my fellow co-author of the  Family Philanthropy Navigator. Together, we unraveled the implications of today’s polycrisis environment on philanthropic families and addressed two fundamental questions:

    • How do you find the boldness to say yes and the courage to say no?
    • How do you bind a family across generations so they are unified in the mission?

    During our conversation, Eichenberger outlined four critical moves that enable family foundations to remain resilient and effective in times of uncertainty. Together, they serve as a tremendous guide for families of all sizes that are embarking on or continuing a journey of giving.

    An organization’s ability to be agile and make structural changes in line with realities matters in the long term.

    1 – Make faster decisions

    In today’s turbulent world, the mounting urgency faced by societies and reflected in the portfolios of family foundations calls for thoughtful reflection and decisive action. Successful families need to:

    • Streamline decision-making
    • Establish contingency budgets
    • Make rapid disbursements

    As Eichenberger noted, “This isn’t in contradiction with the idea that philanthropy is also a long-term support. An organization’s ability to be agile and make structural changes in line with realities matters in the long term. Our world also forces foundations to rethink how they can make decisions and processes faster.”

    In fact, rather than contradicting conventional wisdom, it complements key insights given by Thierry Mauvernay, President of Après-demain, during a recent webinar. While openly discussing the organization’s portfolio and asset allocation, Mauvernay shared the organization’s emergency aid criteria, which are divided into three parts: support for a major crisis in a country known to the foundation, action directly impacting an ongoing project, and intervention needed within 72 hours of a crisis.  While adhering to strict governance pillars to amplify their societal impact, Mauvernay said he was “compelled to respond to emergencies” and is only able to do so due to the organization’s streamlined decision-making.

    Eichenberger added, “This agility and ability to make quick decisions are assets to the family. They must be grounded on good recommendations, and strong, trusting relationships matter.”

    Mature woman consulting couple in insurance agency
    If the matriarch, patriarch, or lawyers can ultimately decide against the initiative, it’s a sign that the frame itself lacks clarity

    2 – Collaborate across generations

    In many family philanthropy journeys, fostering collaboration among generations is a pivotal dimension. Yet it often proves challenging because perspectives differ, and the overall framework remains vague.

    Family boards must:

    • Leave room for initiatives led by the next generation.
    • Create a clear frame.
    • Avoid veto power.
    • Allow the next generation to experience family governance, step-by-step.

    Rather than forcing the next generation into existing governance systems, create space for them – granting them the trust, freedom, and time they need to express themselves while defining a frame for them to follow. This must include rules of engagement, and you must avoid veto rights. If the matriarch, patriarch, or lawyers can ultimately decide against the initiative, it’s a sign that the frame itself lacks clarity.

    As Eichenberger explained, “These interactions can be tough. Sometimes generations mean the same thing but use different words. Be mindful of the trust you give and express it clearly. Make sure it is also accompanied by independent advice, governance, and coaching. Allowing the next generation to roam free without supporting them or offering guidance is setting them up for failure. Allow them to experiment meaningfully under coaching supervision.”

    A powerful illustration of this approach is the Juniclair Foundation, which features in the Family Philanthropy Navigator. It offers a perfect example of this cross-generational synergy. The second generation created a framework for which the third generation, aged 14 to 23, could propose and manage a fund over a limited time frame of 18 months. Through a period of structured onboarding, workshops, field visits, and hands-on governance experience, they supported an organization that works with migrants across Serbia and experienced firsthand how a well-allocated fund can make a difference.

    Collaborating is not about sharing costs with friends on the philanthropic
    journey.

    3 – Find families to collaborate with

    Collaborating is not about sharing costs with friends on the philanthropic journey. This rule is about understanding and acknowledging that certain challenges go beyond financial means. A foundation’s bold ambitions are rarely achieved in isolation, and collaborative funding is all about joining forces. It requires three steps:

    • Identify like-minded foundations that share your foundation’s DNA, purpose, mission, and values.
    • Pool a portion of your funds through a separate governing body.
    • Build a collective track record into a joint governance mechanism.

    Eichenberger continued: “Collaborative funding helps families navigate uncertainty, fostering a polycrisis mindset in which partners can reduce transaction costs, pool resources and knowledge, and leverage their impact.”

    The fund, comprising six foundations, has had remarkable success funding 60 different grants and deploying $35m.

    4 – Stop treating symptoms and focus on finding a cure

    Philanthropists today face the challenge of identifying and supporting truly transformative solutions. Yet much of the philanthropic sector is still geared toward treating symptoms rather than altering the underlying conditions that sustain societal problems. Take, for instance, pollution in rivers as a metaphor. Often, family foundations fund the ‘cleaning of the waters’. However, we are seeing more families willing to find a way to stop pollutants from entering the water and developing support for advocacy instead. It’s all about system-changing philanthropy.

    For Eichenberger, you need to follow three steps:

    • Share an ambitious vision
    • Build a definition of success with grantees
    • If needed, build coalitions for collaborative funding

    Partners for a New Economy exemplifies this shift. It celebrated 10 years as a collaborative fund in 2025, focused on finding the root cause of environmental degradation. The fund, comprising six foundations, has had remarkable success funding 60 different grants and deploying $35m. It demonstrates that, with ambition, collaborative work can work incredibly well.

    Final checklist

    Eichenberger concluded: “In a world of great disruption, where our reference points are rapidly shifting, the future seems to follow new and often uncertain dynamics. In this evolving landscape, every family, entrepreneur, and philanthropist must regularly reassess their commitments and the way they create impact.”

    In summary, families must:

    1. Reinforce a unified purpose across family wealth and stakeholders.
    2. Pursue tangible impact through regular dialogue with grantees.
    3. Give the next generation space and trust, clearly defined in a frame and accompanied by coaching and educational support.
    4. Follow an investment and giving approach, ‘high-risk, high-reward’.
    5. Accelerate decision-making.
    6. Conduct rigorous due diligence.
    7. Craft a proactive narrative in an increasingly polarized world.
    8. Be transparent, not just for authorities but for the sake of the family.
    9. Mitigate geopolitical risks in global grant-making.
    10. Collaborate on funding to leverage impact.

    Families must remember that money divides while values unite and evolve in tandem with the shifting world around them. However, this evolution must be intentional, strategic, collaborative, and anchored in long-term thinking while guided by the family’s values and mission.

    Authors

    Peter Voegel - IMD Professor

    Peter Vogel

    Professor of Family Business and Entrepreneurship at IMD

    Peter Vogel is Professor of Family Business and Entrepreneurship, Director of the Global Family Business Center (GFBC), and Debiopharm Chair for Family Philanthropy at IMD, where he leads the Leading the Family Business, Leading the Family Office, and Lean Intrapreneurship programs. He is recognized globally as one of the foremost family business educators, advisors, and academics, and has received numerous awards and distinctions. He is the author of the award-winning books Family Philanthropy Navigator and Family Office Navigator. 

    Etienne-Eichenberger-1

    Etienne Eichenberger

    Managing Partner at WISE Philanthropy Advisors

    Etienne Eichenberger is Managing Partner at WISE Philanthropy Advisors and member of the advisory board for the IMD Debiopharm Chair for Family Philanthropy. He is also co-author with Peter Vogel and Malgorzata Smulowitz of the award-winning book Family Philanthropy Navigator.

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