"Strategic philanthropy" is generally used to mean a more efficiacious philanthropy of efficacious entrepreneurship (value rigor) applied to advancing social (stewardship) objectives. But wouldn't any philanthropist claim that addressing the needs of others through giving is of strategic value to society?

We aim for a more specific definition of a specific type of "strategic philanthropy" - that we call "Aikido philanthropy" - based on the Aikido Activism vision for where we are as global and local society … versus where we need to be. Comparing the various definitions for "strategic philanthropy" or "strategic philanthropist" or related terms - to our definition below for "Aikido philanthropy" can lead to a better understanding of each.

We define "AIKIDO PHILANTHROPY" as … "an organization that applies principles of Aikido Activism:

  • advancing a movement towards philanthropic investment in "Aikido Enterprises" - applying tools of philanthropy to oppose the excesses of business … in order to advance inclusion, unification and diffusion in a sustainable fashion.
  • working to evolve the economic warring tradition to one of reasoned warring, by opposing the consumption-based growth meme, including through (only) winning tradition's current game of economic competition in order to change tradition's current game to one of reasoned competition - principally by advancing the tradition of self-imposed business stewardship (imagined to involve advancing transparency, inclusion and unification, for the diffusion of inspired choosing)."
… fundamentally, Aikido Activism aims to evolve and transition current traditions away from being profit centric and towards being fruition centric. Aikido Activism while already revealed as a specific, focused form of "social enterprise", can also be a specific form of "strategic philanthropy". Most "strategic philanthropy" has not reached the focus of Aikido Activism, although most "strategic philanthropy" can be evolved in the direction of Aikido Activism.

The following definitions of strategic philanthropy are presented in the context of the vision of Aikido Activism:

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International Network on Strategic Philanthropy (INSP)

  • Strategic philanthropy refers both to the working philosophy and the program strategies of a foundation. It originates from an entrepreneurial view of foundation activities which focuses around strategy, key competencies and striving for effective contributions to social change. Strategic philanthropy as understood in this project involves institutions that are driven by ...
    • a vision of the desirable society of the future,
    • a distinct value orientation in their activities,
    • a concept of social change to the effect of greater social justice rather than the mere grant-making to address social problems,
    • the conviction that foundations serve as laboratories to develop model solutions, new ways of thinking, and new understanding for resolving societal problems,
    • the awareness that innovative models and approaches should include both blueprints and a focus on practical implementation and applicability,
    • a concern for the effectiveness of their philanthropic endeavors,
    • a proactive approach, be it in their own activities, be it in partnering or grant-making,
    • an awareness for capacity building and organizational learning among grantees/partners,
    • a public policy orientation driven by the potential of taking project results to scale on policy levels,
    • the insight that philanthropy provides for investment in the production of public goods, preferably aiming at innovations or increased effectiveness
… If we teach a man to fish, we have empowered him with information. Diffusing useful information - diffusing inspiration - is perhaps the most strategic form of philanthropy. A key lesson for humanity is how to fish that doesn't kill all the fish. The list of ten drivers for strategic philanthropy reveals the challenge faced by philanthropy to define its vision. Aikido philanthropy would invest in teaching humanity how to fish without destroying aquaculture and the biosphere, and it would do it by investing in Aikido enterprises that led campaigns of Aikido Activism to transition popular human processes from away those unwise, unjustly exploitive ones that destroy the biosphere or otherwise create situations demanding philanthropy. Need for philanthropy for those unable or unwilling to care for themself would likely persist, but with Aikido Activism today's demands for philanthropy can be anticipated to decrease substantially.

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