In a time when rapid change defines the world, the need for forward-thinking leadership is more urgent than ever, especially in the nonprofit sector. Yet, a recent survey reveals that the overwhelming majority of nonprofit leaders are overwhelmed when it comes to the future, rather than being prepared.
According to a survey by the Center for Effective Philanthropy of 200 CEOs of major foundations, only one percent feel “very prepared” to navigate coming societal shifts. An overwhelming 98% believe that their organizations need to change to meet society’s needs, but just 14% believe such transformation is “very likely.”
This gap, as philanthropic futurist Trista Harris observes, isn’t due to a lack of resources or ideas—it stems from a lack of belief. “The future is not out of our control,” Harris tells audiences. “It is determined by the choices we make today.”
Harris’s insights are resonating deeply in a world where crises—from climate change to economic inequality—demand immediate action, but which is overwhelmed with needs. As a sector of the economy, the nonprofit world employs 12.8 million people, is comprised of 1.8 million NGOs ranging from the Red Cross to smaller disaster rebuilding organizations to the local soup kitchen, and generates $3.7 trillion in annual revenues.
But until Harris came along, visionaries in the sector were few and far between. A firebrand champion of futurism in the nonprofit and philanthropic sectors, Harris empowers organizations to use the tools of futurism and innovation to address their biggest challenges while envisioning a better tomorrow.
The Roots of Futurism: From Crisis to Action
Harris’s journey into futurism for the nonprofit sector began during the 2008 Great Recession, a period of profound economic and social upheaval. Then president of Headwaters Foundation, she faced a stark reality: a steep drop in donor funds, with fewer assets leading to fewer resources for community support.
Harris realized that her NGO’s shortfall was universal. The traditional funding model— begging donors for donations, encouraging organizations to work independently on similar issues—was failing to create sustainable change. “We were funding important causes, but there wasn’t any larger momentum,” Harris recalls. “As funders, we were unintentionally fracturing [forward] movement.”
This realization spurred Harris to action. “In that moment, I wished for a crystal ball,” she admits. “The tools I had learned in graduate school were not useful in times of wholesale societal upheaval.” The search for solutions led her to the field of futurism—a discipline that emphasizes understanding the driving forces of change and using foresight to inform decision-making.
Harnessing Strategic Foresight
At the heart of Harris’s methodology is strategic foresight: the ability to recognize patterns in the present and project how they will shape the future. Unlike forecasting, which aims to predict specific outcomes, strategic foresight equips leaders with insights into emerging trends and potential disruptions.
“You can’t make good decisions if you don’t have a well-researched understanding of what’s coming,” Harris explains. “The goal isn’t to predict the future—it’s to prepare for it.”
This principle is evident in Harris’s work with communities like North Minneapolis, where she helped residents envision their collective future. Using a large chalkboard, community members were invited to share their dreams—ranging from “an ice cream shop” to broader aspirations like safe streets and equitable housing. By fostering community dialogue and shared vision, Harris demonstrates how futurism can unite communities around common goals.
Bridging the Belief Gap
Despite its transformative potential, futurism often faces skepticism—particularly in sectors accustomed to reacting to immediate crises. Harris addresses this “belief gap” by encouraging organizations to imagine what success looks like. “If your issue is homelessness, visualize a world where every resident has housing,” she advises. “This exercise shifts the focus from managing problems to creating solutions.”
In her book, FutureGood: How to Use Futurism to Save the World, Harris outlines practical tools for applying foresight to social change. From trend analysis to scenario planning, these methods help leaders navigate uncertainty and build resilience. “The purpose of paying attention to the future isn’t to know exactly what will happen,” Harris emphasizes. “It’s to change what you do today to make tomorrow better.”
The Stakes of Inaction
The urgency of Harris’s message is underscored by the challenges looming on the horizon. From climate-induced natural disasters to potential AI-driven societal disruptions, the world faces an era of unprecedented complexity. The COVID-19 pandemic offered a stark reminder of our vulnerability to unforeseen crises—and the high cost of unpreparedness.
Yet, on balance, Harris remains optimistic about humanity’s capacity to adapt. “The world we’re entering will be an mixture of incredible breakthroughs and daunting crises,” she notes. “But with the right tools and mindset, we can navigate this landscape and emerge stronger.”
Building a FutureGood Movement
As president of FutureGood, a consultancy dedicated to visionary leaders build an equitable and more beautiful future, Harris is building a movement of changemakers committed to shaping a better future. Her approach combines the rigor of strategic foresight with the creativity of grassroots innovation, empowering individuals and organizations to act boldly in the face of uncertainty.
The key, Harris argues, is to view challenges as opportunities. Whether addressing the fallout of economic downturns or tackling systemic inequality, futurism offers a roadmap for action. By aligning resources, fostering collaboration, and embracing the possibilities of change, we can turn today’s crises into tomorrow’s solutions.
A Call to Action
The social sector increasingly is being tasked with huge responsibilities to feed, cloth, assist, and house millions of people and provide for their most basic human needs. By championing a proactive, visionary approach, Harris is redefining what it means to be a forward-looking nonprofit leader. Her tools and insights are not just for policymakers and CEOs—they’re for anyone willing to think differently about challenges
Harris’s message — and her mission — are both timely and transformative to a sector of the economy greatly in need of new thinking. Her journey reminds us that the future is not written in stone —it’s the result of the choices we make today. As she puts it: “We don’t have a resource gap or even an idea gap. We have a belief gap that problems however big can actually be solved. And closing that gap starts with imagining what’s possible.”