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The Philanthropy practice works on increasing the effectiveness of social capital by bringing strategic thinking, performance management, program design, and impact evaluation to the foundations, corporations, and wealthy individuals engaged in strategic giving.
Our work focuses on:
- helping new philanthropists to develop their giving strategies and organizations;
- working with corporations to create giving strategies that link to their overall business strategy;
- supporting grantees on strategy and organization issues; and
- developing knowledge for broader dissemination to the field to inform strategies and practices throughout the sector.
We pursue these interests through work with clients, knowledge development initiatives, and convening efforts.
 |  | | Building Better Foundations | | The McKinsey Quarterly, 2004 Number 1
A senior executive of the Annie E. Casey Foundation discusses the contentious issues facing 21st-century philanthropy. | Read more on the McKinsey Quarterly site |
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| | | Faster Charity | | The McKinsey Quarterly, 2002 Number 2 Web exclusive
Former senator Bill Bradley argues that foundations and nonprofit organizations can benefit society best by paying out more of their money now rather than stockpiling their assets for later distribution. | | Read more on the McKinsey Quarterly site |
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| | | Aid Agencies Team Up | | The McKinsey Quarterly, 2003 Number 2 Organization
The key for charitable organizations hoping to achieve their goals more quickly and efficiently? Collaboration. | | Read more on the McKinsey Quarterly site |
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| | | Knowledge Management Comes to Philanthropy | | The McKinsey Quarterly, 2003 Number 2 Organization
Foundations are endowed with intellectual as well as financial capital. Now is the time to use it. | | Read more on the McKinsey Quarterly site |
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| | | Reinventing Philanthropy | | The McKinsey Quarterly Anthology, A New Era for Nonprofits (2001)
A second revolution in American philanthropy is under way. But if it is to transform the nonprofit sector, donors will have to make better-informed decisions. | | Read more on the McKinsey Quarterly site |
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| | | For Charities, Performance is the New Ethic | | Leader to Leader Fall, 2001
Our society increasingly relies on the work of the vital and growing nonprofit sector. Yet funders generally perceive nonprofits in a very unbusiness-like way. | Launch this report (PDF - 14.8 KB) |
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