{"id":4402231484307,"date":"2026-04-24T07:00:00","date_gmt":"2026-04-24T11:00:00","guid":{"rendered":"https:\/\/www.philanthropy.com\/?p=4402231484307"},"modified":"2026-04-23T17:28:17","modified_gmt":"2026-04-23T21:28:17","slug":"make-ai-your-strategic-thought-partner-heres-how","status":"publish","type":"post","link":"https:\/\/www.philanthropy.com\/solutions\/make-ai-your-strategic-thought-partner-heres-how\/","title":{"rendered":"Make AI Your Strategic Thought Partner: Here\u2019s How"},"content":{"rendered":"\n

Artificial intelligence is stepping into strategic roles in some nonprofit executive suites. <\/p>\n\n\n\n

Among leaders who use AI, the share who report applying it to \u201corganizational strategy\u201d jumped from 33 percent in 2024 to 65 percent in 2025, according to surveys by the consulting firm BDO<\/a>. <\/p>\n\n\n\n

But that doesn\u2019t mean the work is deep or widespread yet. \u201cThere\u2019s an adoption gap and an interest gap in that next-level usage, which is the strategic piece,\u201d says Emily Yu, chief partnerships and program officer at Newman\u2019s Own Foundation<\/a>, which makes grants to improve children\u2019s lives. \u201cBut I think it\u2019s actually a healthy tension\u201d \u2014 one rooted in appropriate caution about ethics, data privacy, and the trustworthiness of AI outputs.<\/p>\n\n\n\n

Done well, though, the payoff is real. \u201cNot only can it lessen the number of tasks, but it can also increase the space for strategy,\u201d says Mike Mitchell, managing partner of Nonprophet AI<\/a>, a consulting firm in Baltimore. \u201cAnd if you increase the space for strategy, you create an opportunity for leveraging the talent that you have.\u201d<\/p>\n\n\n\n

Start with a high-stakes strategic question.<\/h2>\n\n\n\n

One of Mitchell\u2019s clients, the Karsh Social Service Center<\/a> in Los Angeles, has used AI to refine its \u201ctheory of change\u201d \u2014 a road map for how the nonprofit\u2019s work will produce the change it wants to see.<\/p>\n\n\n\n

The Karsh Center provides health care, legal aid, food assistance, and mental-health services to underserved populations who live in Los Angeles\u2019s Koreatown. Lila Guirguis, its executive director, says she wants a good theory of change because she seeks to move the organization \u201cfrom just counting inputs like how many people show up to a class, or how many people show up to the food pantry, to really looking at impact data.\u201d To improve the center\u2019s theory of change, Guirguis used AI to come up with a new answer to the question: \u201cWhy does the Karsh Center exist?\u201d<\/p>\n\n\n\n

\n

AI works best when users employ precise vocabulary and are very descriptive about their needs.<\/p>\n<\/blockquote>\n\n\n\n

Guirguis used a strategic-planning coach within an AI \u201ccommand center\u201d that Mitchell and she developed together, custom-built using the large language models best suited for each module. She wrote a prompt for the strategic-planning virtual coach, saying she wanted a theory of change that would be in harmony with the center\u2019s strategic plan and would follow principles laid out by Simon Sinek<\/a>, a leadership and communications consultant. <\/p>\n\n\n\n

She asked for three options for answers. That prompt began a conversation between the AI coach and Guirguis, with her asking for adjustments in language, in part to avoid cliches. The result: \u201cWe believe every person \u2014 regardless of background, language, or circumstance \u2014 deserves access to the support and services needed to live a life with dignity.\u201d Guirguis says she now believes the organization\u2019s theory of change and strategic plan are tightly integrated.<\/p>\n\n\n\n

Lead with strategy, not tools.<\/h2>\n\n\n\n

Compass Pro Bono<\/a> also uses AI as a strategic-thought partner as it works to help other nonprofits find skilled volunteers and navigate a wide range of issues, including using AI. Now with offices in five cities, Compass Pro Bono uses AI to help it find organizations with similar missions as it expands nationally, seeks out corporate partners that can sustain its expansion, and learns how it could help local nonprofits in target cities. <\/p>\n\n\n\n

When it comes to program strategy, Remy Reya, Compass Pro Bono\u2019s director of AI and thought leadership, says AI \u201cis never the first or last stop in our choices, but it has gotten incredibly good at providing thoughtful, targeted guidance.\u201d <\/p>\n\n\n\n

Nonprofits should first identify workflows where AI could be a thought partner, says Daria Seriakova, senior director of technology and operations at Common Impact<\/a>. She encourages nonprofits \u201cto take the bird\u2019s-eye view of implementation and lead with strategy rather than tools.\u201d<\/p>\n\n\n\n

Shape your AI into the collaborator you need.<\/h2>\n\n\n\n

When working with AI, Reya says organized workspaces \u2014 called \u201cprojects\u201d in Claude and ChatGPT, and \u201cnotebooks\u201d in Gemini \u2014 are where you start to get \u201cexponential value\u201d from AI tools. <\/p>\n\n\n\n

The feature allows users to load up context, background, and knowledge so that every time a user interacts with a project, the AI agent draws on that library of information. <\/p>\n\n\n\n

Making the switch from one-off prompts helps you build valuable context that the platform remembers. Instead of getting the basic, \u201cHow can I help you today?\u201d prompt, users can get an executive briefing or a strategic-plan monitoring dashboard. <\/p>\n\n\n\n

\n

Write a job description and give it to your AI assistant.<\/p>\n<\/blockquote>\n\n\n\n

When nonprofits work with AI on strategic projects, Reya says, they aren\u2019t hiring a partner \u2014 they are building one. AI can be obsequious, he and others say, and nonprofit executives may need to tell AI assistants that they want an intellectual sparring partner, not a sycophant. If executive directors would like their AI assistant to act like a skeptical board member, they can ask for that. In short, he says, write a job description and give it to your AI assistant. <\/p>\n\n\n\n

Executives who are good people managers should also excel at shaping AI partners to be productive. Onboarding AI can be similar to managing an intern, says Reya. He wouldn\u2019t ask an intern to write an annual report without supplying previous reports and relevant data. And if the first draft was poor, \u201cI wouldn\u2019t just say, well, that\u2019s just how interns are, and then go and do it myself. I would give them feedback and iterate and nudge them toward the right output.\u201d<\/p>\n\n\n\n

In working with AI, Reya says, \u201cI encourage people to get in the mindset of, \u2018If I were working with a human, what would they need to know to do this well?\u2019\u201d<\/p>\n\n\n\n

Write prompts like you’re briefing a new hire.<\/h2>\n\n\n\n

AI works best, says Mitchell, when users employ precise vocabulary and are very descriptive about their needs. He encourages clients to write prompts that might be pages of instructions, not just a few sentences. And users can apply AI to improve prompts. <\/p>\n\n\n\n

A nonprofit executive might ask an AI assistant to serve as a financial analyst, Mitchell says, comparing quarterly financials to strategic-plan priorities, determine where spending isn\u2019t aligned with priorities, and then present findings in a variety of formats. The nonprofit could input the prompt and ask the AI assistant for improvements. An AI assistant might respond by asking for guidelines in correctly interpreting the data, prioritizing recommendations, and seeking to know who the audience is, so it can tailor the presentations to them. <\/p>\n\n\n\n

Don\u2019t outsource critical thinking.<\/h2>\n\n\n\n

Yu doesn’t discount the idea of using AI in strategic planning but says discussion and disagreement among staff members, leadership, and a board should not be eliminated. If stakeholders are not heavily involved in drafting a plan, she says, \u201cthen we inherently lose the core value of what a strategic plan is meant to do.\u201d<\/p>\n\n\n\n

Experts advise resisting the temptation to use AI writing, no matter how polished it might seem, and rewrite it to make sure it has the voice of the organization or the author.<\/p>\n\n\n\n

Use the time AI saves to check facts, sources, and validate perspectives, says Reya, who gives a presentation on \u201ckeeping your brain in the driver\u2019s seat\u201d<\/a> while working with AI. He encourages users to tell an AI assistant explicitly what its role should be. Reya might instruct an AI tool that serving as his thought partner \u201cmeans my voice, ideas, and critical thinking must stay front-and-center throughout all of our collaborations. Your job is to augment my cognition and creativity.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

Nonprofits that use AI for more than routine tasks are seeing the payoff. Five leaders explain how to get started.<\/p>\n","protected":false},"author":603539,"featured_media":4402231486384,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","cop_editorial_slug":"Solutions-Wheeler-AIStrategy","cop_asana_id":"","editorial_asana_id":"","editorial_doc_id":"","footnotes":""},"categories":[81923],"issue":[],"profile":[192970,192969,192968,192966,192992],"role":[191049],"series":[],"topic":[192233,191090,191091],"coauthors":[192466],"class_list":{"0":"post-4402231484307","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","6":"hentry","7":"category-solutions","8":"profile-common-impact","9":"profile-compass-pro-bono","10":"profile-karsh-social-service-center","11":"profile-newmans-own-foundation","12":"profile-nonprophet-ai","13":"role-leading","14":"topic-executive-leadership","15":"topic-innovation","16":"topic-technology","18":"has-featured-image"},"acf":[],"yoast_head":"\nMake AI Your Strategic Thought Partner: Here\u2019s How – Chronicle of Philanthropy<\/title>\n<meta name=\"description\" content=\"Nonprofits that use AI for more than routine tasks are seeing the payoff. 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