Partnering with NGOs: The 4 Keys to Success

Partnering with NGOs: The 4 Keys to Success

World expert on corporate and non-profit alliances provides guidance on how businesses can work effectively with NGOs.
Jonathan Doh July 19, 2012
Businesses can improve their social and environmental performance and find new market opportunities through partnerships with NGOs. The knowledge, expertise and capabilities of NGOs and corporations are distinct and may be complementary; together, NGOs and companies can often accomplish more than they could alone. But misunderstandings and other obstacles can prevent partnerships from reaching their potential. Read on for key lessons for companies wanting to engage with NGOs, illustrated using the example of a partnership between Swiss Re and Oxfam. 

Swiss Re and Oxfam: Achieving Results

Swiss Re, a leading global insurance company, was approached in 2007 by international development NGO Oxfam. Oxfam wanted Ethiopian farmers to have insurance against risks to their crops from climate change; no such insurance product was currently available and Swiss Re had the expertise necessary to develop it. Swiss Re, too, saw potential benefits in the collaboration. Swiss Re’s experience was primarily in wealthy countries, but it was interested in expanding its market to developing countries and had a strong organizational commitment to addressing climate change. Swiss Re valued Oxfam’s long-time presence in Ethiopia and its deep understanding of the country’s environment and culture.

In both organizations, the partnership had to overcome internal resistance. The project was novel and working with an organization from a different sector was unusual. At Oxfam, the project leader recalled, “Several influential and powerful colleagues speculated with open hostility about what Swiss Re’s real motives must be." Strong leadership allowed the project to go forward. At Oxfam, the project champion was respected by other employees and the project had backing from executive leadership. At Swiss Re, the project had strong champions who involved business as well philanthropic units, linking the project clearly to business strategy.

The two organizations began by working on a pilot project in one village in Ethiopia. They gradually developed confidence in each other and their approach to the issue, and continually explored ways that the collaboration could best suit the two organizations’ needs. A 2010 discussion between Oxfam and Swiss Re leaders on how the project connected to food security, another priority issue for Swiss Re, was “the moment that the light went on” and opportunities for expansion became clear. Five years after beginning their collaboration, Swiss Re and Oxfam are currently working together on projects in Ethiopia and three other countries in West Africa.

Key Lessons for Collaboration

The Swiss Re–Oxfam story highlights several key issues that influence whether collaboration is successful. These themes have emerged from multiple studies of corporate-NGOs partnerships, including large scale surveys, case studies and personal interviews. They’re important whether your business is working on a project at home or abroad. 
Corporate-NGO partnerships are complex and challenging. But they can benefit both the corporate and NGO participants. To give new partnerships the best chance of succeeding, approach relationships carefully, structure them thoughtfully, and seek ongoing, sustainable support and development as they evolve. The Oxfam America-Swiss Re partnership reflects the power and possibilities of such collaboration, but also the real challenges to realizing these benefits.

Jonathan Doh is the Herbert G. Rammrath Endowed Chair in International Business, founding Director of the Center for Global Leadership, and Professor of Management and Operations at the Villanova School of Business. He teaches, does research and serves as a consultant and executive speaker on global strategy and corporate responsibility and sustainability. His most recent book is NGOs and Corporations: Conflict and Collaboration (with Michael Yaziji, Cambridge University Press).

Additional Resources

Doh provides additional guidance in this article: Pearce, J.A. II, & Doh, J.P. 2005. The high impact of collaborative social initiatives. Sloan Management Review, 46: 30-39.

If you’d like to find out more about the Oxfam-Swiss Re partnership, you can access a case study written by Doh and colleagues:  Doh, J.P., London, T., & Kilibarda, V. 2012. Building and scaling a cross-sector partnership: Oxfam America and Swiss Re empower farmers in Ethiopia. Ann Arbor, MI: William Davidson Institute GlobalLens Case 1-429-185.

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