Nonprofit leaders feel constant pressure to prove value. Budgets tighten. Expectations rise. Donors ask sharper questions. Boards want clearer answers. In this environment, fundraising strategies are shifting. Analytics, benchmarks, and performance ratios are becoming regular parts of conversations that once focused almost entirely on relationships and storytelling. The Marts&Lundy Fundraising Investment Study 2025 , led by Marts&Lundy Chief Strategy Officer Sarah Clough and

Nonprofit budgeting is widely regarded as one of the most difficult and time-consuming responsibilities nonprofit leaders face. Many describe it as a horrific experience or something equally as colorful. Yet despite the extraordinary amount of time and effort poured into the process, nonprofit budgets fail far more often than we are willing to admit.

A recent Forbes article highlighted a dozen emerging technologies that promise to improve how nonprofits measure their impact. Artificial intelligence, predictive analytics, integrated data systems, social listening, neuroscience informed tools, and more. The list is impressive. It is also overwhelming for many nonprofit leaders who already balance tight budgets, limited staff, and increasing expectations from funders and boards.

The social impact landscape has rarely been static, but the last few years have accelerated change in ways many nonprofit leaders and funders are still trying to make sense of. Shifting funding priorities, growing community needs, workforce strain, and declining trust in large institutions have all converged. At the same time, expectations for accountability and measurable outcomes continue to rise.  In moments like this, it is tempting to look for certainty or to wait until

Scale brings opportunity. It also brings pressure. Large nonprofits sit at the center of complex ecosystems: multiple programs, multiple communities, multiple funders, multiple definitions of success.  As we look ahead to 2026, the large nonprofits that stand out are not those with the biggest budgets or longest histories. They are the organizations willing to confront scale honestly. They ask hard questions about consistency, relevance, and learning.