Good Strategy Matters - Now More Than Ever

As we step into 2026, our societies are in the midst of profound changes. The forces at work —political, technological, economic, cultural—are shifting in ways that feel tectonic in nature, profound, earthmoving, unsettling and dangerous. This is a time to move ahead with our eyes open - seeing what is happening and responding to it, whilst also building the foundations for a different future.

The Rise of Individualism and the Erosion of Collective Care

Across the political landscape, we are witnessing a push toward individualism (nationally and personally) —one that is reshaping both state, policy and cultural norms. This trend is not just ideological; it is materially changing how societies respond to the needs of others.

This elevates unilateral action over multilateral cooperation, and self-interest over shared responsibility. This is visible in dramatic cuts to humanitarian and foreign aid—including the deepest UN funding cuts in its history and in a growing acceptance and permissiveness towards acting outside international legal norms, undermining the rules-based order and instiutions that historically protected vulnerable populations.

This political climate does more than shift budgets. It signals that focusing on one’s own interests is not only acceptable, but preferable. This cultural permission translates into behaviours that weaken the social fabric and erode the collective commitments on which the social sector depends.

Institutions Under Heavy Strain and Philanthropy Exposed

At the institutional level, the consequences are stark. Major pillars of global cooperation, especially the UN, are starved of resources, observers of what is happening, irrelevant or powerless.

Bilateral donor funding is flatlining and the philanthropic sector, once a potential counterbalance, is undergoing its own reckoning. While many funders remain committed, others who were there for the performative benefits have quietly (or not so quietly) retreated from commitments to social justice, influenced by political pressure and economic goals, allowing their true colours to show, they are no longer reliable partners.

But the partners who remain—funders, institutions, allies—those who are committed to collective responsibility will stand more apparent.

3. A Moment of Contraction—And Potential Correction

This retreat towards individualism is real, but it is unlikely to be permanent in its current form. Movements always swing past their equilibrium point before society feels their consequences. Our cultural norms and responses are part of a system and systems work in oscilliations, in cycles. We should expect and prepare for a correction. However, this doesn't mean going back to where we were before. As a society, we are inevitably changed by the experiences we are living through.

Individualism solves little in the face of inequality, climate crisis, conflict, and social fragmentation. As the costs of withdrawal become visible—rising suffering, weakened systems, destabilised regions—the public mood will inevitably move again (perhaps slowly, maybe faster than expected) toward the collective needs. Early signs of this are already emerging in public discourse, civic action, and local community organising.

But before that correction is established, the social sector will likely shrink further. Some organisations that built on shallow commitments and untested impact claims will find themselves exposed and many others, deserving of far better, will be caught up in the contraction, causing irreperable and unjustified harm.

Yet, we must also acknowledge that some of the seeds of this decline were already present in the 'better' years and were in our control to change - in the ineffectiveness that was dressed up as success and in the way that institution building was allowed to dwarf value creation. In the hard work not done to build effective strategies.

If there is a silver lining here, it is that we now have a moment to address some of these issues, to build a different way of being for the future.

To be clear - this is not a desirable way for change to happen and the ends do not justify the means. But given what is happening, our goal should be a sector that is leaner, sharper, and more honest. A sector that sheds hubris and doubles down on purpose. A sector that knows why it exists.

4. The Survival Strategy in 2026: Clarity, Courage, and Value

When the external environment becomes harder, insight driven clarity matters. Value creation matters more.

Doing the hard work to step away from our prior norms, to clearly articulate our value and to act becomes not just desirable, but essential.

Successful organisations will:

• develop a clear narrative of the value they are seeking to create in these times and the place they want to get to

• focus the resources that remain through a creative, positive approach rather than simply retrenching themselves to a non-viable minimum

• remain deeply thoughtful, developing connected, coherent strategy for how they will do this

• have the courage to continually interrogate assumptions, and

• maintain a commitment to learning and adaptation.

  
  

These are not bureaucratic requirements—they are the qualities that allow organisations to survive uncertainty and position themselves for the opportunities that will come as the pendulum slowly swings.