What should philanthropy actually pay for in times of so many global challenges? Professor Achim Wennmann argues that the sector’s fixation on impact is quietly undermining the very change it seeks. The problems that matter most, from climate to migration to technological change, do not move through transactions. They move through relationships that last: through trust, the patience to truly know one another, and the courage to reach across institutional and sectoral lines long before a crisis forces it. His challenge is direct: A field that shies away from risk-taking will never fund what counts in times of rapid change.
What are the biggest challenges philanthropic organisations are facing today?
I think the biggest challenge philanthropic organisations are facing today is finding exactly where they can connect to other organisations that are also dealing with global challenges — be that climate change, migration, or artificial intelligence. Because one thing that's clear is that philanthropy on its own is not going to be able to deal with these global challenges. They're global, they're big. So, philanthropy needs to partner with other organisations, because it sits somewhere along the chain of dealing with these challenges. And I think where philanthropy is currently positioning itself is in finding out: are they at the capital stage, the delivery stage, or the relational stage — facilitating bigger partnerships to deal with these kinds of global issues?
Which idea for driving systemic change would benefit most from philanthropic support?
Relationship quality is the absolute essential value and the asset that philanthropists can support. Without relationships, nothing works. This is a big problem today because everyone looks at impact — and without focusing on relationships and relationship quality, you cannot get to impact. This is particularly important because we're looking at long-term systemic change, and impact is something much more transactional. But if we want to move philanthropy into long-term systemic impact, it's about relationships that last. That means getting to know each other, building trust, and above all, having the courage to reach out across institutional and sectoral boundaries — stepping outside of what you usually do. That's what philanthropy can do and support.
You need to have curiosity for the new. You need to be able to expose yourself to how the world is changing — looking for a handrail to make sense of how you yourself understand the world, how you have been brought up to understand it. And then step back and say: let me speak to others — how do they make sense of the world? And then ask: based on this new understanding, where do I invest, and what kind of new friends do I need? This is not always an easy road, so it's about building relationship quality and friendship along the way, so that I can deal with crises as they come — rather than needing to make friends only when I need them.
What is the one change you would most like to see in philanthropy over the next 10 years?
I would like to see a philanthropic sector that is more at ease with taking a moderated risk. A lot of philanthropy has focused on the classic sectors — the arts, social issues, poverty reduction — and all of that is very important. But if we want to deal with issues like climate and migration, or some of the other big global challenges, then it requires somewhat more risk-taking. The philanthropic community really needs to move away from shying away from risk, and instead embrace it. That's the philanthropic sector I would like to see emerge over the next 10 years.