Top 10 Questions We Hear About Mergers & Alliances

Nonprofit mergers and forms of partnership are on the rise — driven by shifting funding landscapes, leadership transitions, and the growing recognition that collaboration can strengthen mission impact. At La Piana Consulting, we have supported hundreds of nonprofits through these conversations, and the same questions come up again and again from boards, staff, and funders alike. Below are ten of the most common, with insights from our consulting practice and resources on our website to dive deeper.

1. Why even consider a merger or strategic partnership?

Collaboration is not a fallback option — it is a proactive strategy for long-term mission strength and equity-centered impact. Mergers, alliances, and partnerships can expand reach, increase financial stability, and ensure impact endures. As we describe in Mergers from a Position of Strength, organizations that act before they are in crisis often achieve the most creative and mission-driven results.

2. Will we lose our identity or culture in a merger?

This is one of the most frequent concerns. Successful mergers are designed to preserve what matters most while building something stronger together. In When Shared Vision Is Not Enough, we show that alignment on mission alone is not sufficient. Culture and behaviors must also be addressed. The organizations that thrive are those that surface cultural “non-negotiables” early and intentionally blend traditions into the new entity.

3. How do we know if we are ready to explore a merger or alliance?

Once your organization has clarified its identity and priorities, readiness becomes less about having everything figured out and more about being open to honest dialogue. In When Does It Make Sense to Talk Merger?, we emphasize the importance of clarity of purpose and willingness to ask tough questions. If leadership can articulate goals and engage in transparent conversations, you are ready to start exploring.

4. Who usually initiates the conversation?

It varies. Sometimes a CEO, sometimes a board member. What matters most is the intent behind it. In Navigating the Complexities of a Potential Merger or Strategic Partnership, we highlight that the healthiest conversations begin with curiosity and a shared commitment to mission, not pressure or urgency.

5. What is the difference between a full merger and other alliance forms?

Mergers and alliances exist on a spectrum. Not every collaboration requires full structural integration. Our Collaborative Map illustrates the wide range of ways nonprofits can work together, from informal networks to joint ventures to full mergers. In Findings from Our Strategic Partnerships Survey, we show how organizations choose among these options based on capacity, goals, and tolerance for risk.

6. How long does the process take?

There is no single answer. Some alliances come together in just a few months, while full mergers often take 6 to 12 months or longer. As we note in Navigating the Complexities, what matters most is not speed but pacing. Staff, boards, and stakeholders need time to engage and adapt.

7. What role do funders play?

Funders can be vital partners in providing resources and encouragement and promoting equity and sustainability. The decision to merge or partner, however, must remain with the organizations themselves. In our Strategic Partnerships Survey, we found that funder support often made it possible for nonprofits to seriously explore collaboration. At their best, funders create space for organizations to ask “What if?” without fear.

8. What is the biggest challenge?

Usually, it is the human side. Legal and financial details are important, but cultural alignment and trust are what make or break success — and these take time and intentional effort across all leadership levels. As we share in When Shared Vision Is Not Enough, the hardest work is surfacing differences in leadership style, communication, and decision-making. Ignoring culture is the surest way to stall a merger.

9. How do staff and stakeholders fit in?

Early and transparent communication is essential. In Don’t Be Late to the Party, we describe how waiting too long to engage staff or stakeholders erodes trust. Inviting perspectives, keeping funders informed, and assuring communities that the mission remains central builds buy-in and momentum. Mergers and partnerships are also opportunities to advance equity while increasing engagement and broadening decision-making.

10. Where should we start?

Start with a conversation. Clarify your goals, assess alignment, and use resources like our Merger and Alliance Toolkit and case studies to ground your process. Pilot collaborations can also be a smart way to test the waters. External facilitation can help keep discussions constructive and focused on mission.

Bottom line: Mergers and partnerships are not about “bigger is better”  — they’re about deepening impact, advancing equity, and ensuring that vital missions endure. By starting conversations early and approaching them with curiosity and care, nonprofits can build stronger futures together.