When Shared Vision is not Enough

We see the vision, but our stakeholders aren’t ready to merge. Shouldn’t a shared vision be enough?

Over our history of working with nonprofits to develop successful strategic relationships, we’ve heard this refrain several times. And while it is critical to build a shared understanding of the combined impact potential partners can have, creating a shared vision is not sufficient for developing a successful collaborative effort.

Partnership, collaboration, and merger are effective tools to strengthen the impact and enhance sustainability for nonprofits. One key to the success of these relationships, and often the first point of discussion during the exploration of a potential relationship, is a shared vision for the partnership.  What is it that these organizations can do together that they cannot do separately? We have asked this question hundreds of times as a kick-off to an exploratory process, under the assumption that without a shared vision, the partnership will likely not achieve all that the parties hope for.

While this is truly a necessary consideration for the success of a potential relationship, building a shared vision is not, in itself, sufficient to create a vibrant and impactful strategic partnership. To be sure, understanding the opportunities to be leveraged through an integrated relationship is a key consideration. The business case and the needs of constituents are equally as critical in building the model for a successful partnership. Two recent examples bear this out.

In the first case, two religious institutions have been exploring a possible merger. They are neighbors, share many of the same worship practices, and have several shared members. A joint committee and a combined group of members have developed a shared vision for how a merger would enhance their community — now and for future generations. And yet, the talks continue as leaders work to understand how to use their respective campuses and how to continue to engage a small, but vocal group of major donors. There’s agreement across both congregations that, together, they can have a major impact on the community they call home. These talks continue, but it’s clear that the concerns of members have taken on added significance in this process, and, without incorporating these concerns into an integrated model, have put this shared vision at risk.

In a second example, two northeastern U.S. organizations that share a common mission and vision but work in neighboring states have been exploring a potential merger. The leaders have created an exciting vision for the region supported by this merger. Questions remain, however, about financial considerations and corporate governance structure. Here, too, these questions have overtaken the shared vision in importance, and, without resolution of these questions, the shared vision will not come to life.

So, what are nonprofit leaders to make of these examples? Three main lessons rise to the top:

1. Centering a shared vision remains critical to the success of any form of strategic relationship: While not a sufficient pillar to be the sole support for a relationship, we have seen time and again how a shared vision serves as a guide to decision-making when exploring and living in the partnership. And so, discuss this vision, understand the potential for greater impact through a collaborative relationship, and use this as a lens through which all other issues will be reviewed.
2. Understand the needs of your stakeholders — members, board members, funders, program participants — and incorporate them into the business case for the strategic relationship: Gathering input from these stakeholders can help inform how an integration is developed and can help the parties understand the group dynamics at play. Which campus do the members of each congregation think best serves an integrated community, and why? What governance model promotes continued financial support and keeps donors and other ambassadors connected and engaged? The answers to these and other questions can help leaders create a relationship that has an impact, reflects the needs and values of key constituencies, and truly delivers on the promise of a shared vision.
3. Build a structured process outlining the key questions, any stakeholders to be engaged, and the degree of influence these stakeholders may have on the decision: Reaching agreement among the parties to an exploration about the issues to be resolved, the level and timing of stakeholder engagement, and the ways in which constituent feedback will be incorporated into decision-making can help identify potential stumbling blocks early in the process and enable the participants to plan for how to manage through them.

Developing successful strategic relationships is not an easy lift. There are many issues to be addressed and different perspectives to be considered. A shared vision creates a strong foundation for the relationship. Constituent input helps build the rest of the model. Neither is sufficient to support a successful integration, but together they can propel organizations to greater and more sustainable impact.