Strategy in Orange Series: published previously on LinkedIn – September 8, 2025
Before we get down to business, good people, a quick personal update: I have officially begun an exciting new chapter in my journey as a nonprofit strategist and practitioner. I was accepted into the C.T. Bauer College of Business Executive Doctorate in Business Administration program at the University of Houston. This past Sunday marked the completion of our first cohort residency. This doctoral opportunity will help me sharpen my strategy lens, focus, curiosity, research, and application.
Like any transformative experience, it was a healthy mix of reward, intensity, and profound energy. Throughout the weekend, I was reminded that strategy begins with a theory, but it thrives in practice. And I have learned this lesson over the years: it requires… no, it demands… skill, time, and commitment. These staples are the glue of today’s installment.
Channeling my New Orleans roots: bring your best second-line energy, your Mardi Gras enthusiasm, and your most reflective thinking cap. Indulge me for a minute: We are walking through the famous New Orleans Zoo, enjoying beignets, but instead of tigers and bears, you see unicorns, zebras, and camels —and are in awe of them. I know you are saying, Ernest, “What in the world are you talking about?” but stay with me. Each animal represents a distinct strategic identity, and I am asking which identity best captures our nonprofit’s model and approach.
In our second time together, we are exploring the unpredictable terrain of startup ecosystems, where unicorns take risks, zebras collaborate, and camels survive. Let’s picture how nonprofit organizations define their strategic posture.
As I stated in the installment teaser, these ideas or concepts are not new, but for nonprofit leaders like me, they hit differently now. This is happening because, as nonprofit leaders, strategists, and board members, we are navigating both legacy and new systems, meeting funder and regulatory expectations, and addressing community needs and urgency simultaneously. Frankly, we are doing the best we can, and often it feels like we are playing defense. We are desperate for strategy, so we grapple with whether we should focus more on planning or on acting.
My epiphany is this: the strategy glass is half full of planning and intentional action, and the other half is survival skill. This only accelerates our need as nonprofit leaders to continue to lead and challenge this notion that strategy is only meant for corporations or a compliance function—it is in nonprofits’ DNA and culture.
Why Should You Care?
The nonprofit sector is at a pivotal point with a shifting landscape. We are being held accountable to do more with less, demonstrate impact faster, and respond to communities more authentically.
The linear, top-down, and funder-driven models of yesterday that we are familiar with are no longer viable. We must be bolder, update our language, stretch into new capabilities, elevate thinking, and shift mindsets that embrace the unicorn, zebra, and camel strategy models.
Why Now?
With the present landscape shifts and uncertainty, nonprofits’ strategic identities are critical to our missions.
Through my readings, I have discovered that these startup models have a lot of valuable and practical information for us to glean from:
- The Unicorn model chases scale and valuation. For nonprofits, this shows up with us being more focused on metrics and substantial philanthropy. But as Govindarajan et al. (2016) note, unicorns must be cautious due to the possibility of facing challenges when immediate success camouflages deeper vulnerabilities in their strategy.
- The Zebra model prioritizes profit and purpose. For nonprofits, this can be recognized when they build with others, share power and resources, and center equity and inclusion. While not covered directly in the Harvard Business Journal article, this model aligns with Kevin Barenblat’s (2018) insight that nonprofits have strategic advantages when they embrace long-term strategy and agility.
- The Camel model conserves resources, adapts to harsh conditions, and builds resilience into its DNA. Lazarow (2020) makes the case that camels—like startups—are better suited to volatility, a lesson nonprofits can take to heart.
Why Does This Matter?
Strategic choice and clarity are no longer options for nonprofits; they are must-haves. Powering through post-pandemic realities, racial reckoning, and economic ups and downs has raised the mirror and exposed the cracks in our systems. We as nonprofits are expected to lead beyond delivery of programs and services. That expectation requires real strategy that strengthens operations and inspires transformation and dynamism.
Strategic questions for your nonprofit to answer:
- Who are we becoming for the future?
- What would our impact look like?
- How do we leverage our strengths to build dynamic teams, processes, and systems?
Real-time Example from the Field
When we launched BakerRipley’s new strategic plan, we continued to answer these questions and knew that it would involve tough decisions affecting every area of our work. We have redefined our strategic identity. In my role as Vice President of Community Impact and Vitality, I revisit these questions often:
- Are we a unicorn chasing scale?
- A zebra building collaboration?
- A camel surviving legacy constraints?
Initially, I tried to fit our wonderful, complex organization into a single box, but I realized we are a hybrid model, and this realization has not changed. At BakerRipley, we build like zebras, endure like camels, and dream like unicorns. But the real shift for me then and a constant nudge now is when I stopped asking, “What’s our strategy?” and reframed the question to “What kind of strategic leader do we need to be?” During moments like these are when the work gets more real and harder. That is when the culture starts to shift so that strategy can thrive.
As this information is digested, begin to think about taking measured steps. It’s okay to start slowly, but do so with a purpose. Keep in mind the jewels of resiliency from my hometown of New Orleans: don’t walk —dance; don’t march —parade; don’t survive —celebrate. A strategy journey can be grueling, but, like resilience, we can all bounce back and be better than before. However, there is satisfaction in incorporating strategy into our work, setting ourselves and our nonprofit up for success.
Until next time!
References
- Lazarow, A. (2020). Startups, It’s Time to Think Like Camels—Not Unicorns. Harvard Business Review. https://hbr.org/2020/10/startups-its-time-to-think-like-camels-not-unicorns
- Govindarajan, V., Srivastava, A., & Enache, D. (2016). Why Unicorns Are Struggling. Harvard Business Review. https://hbr.org/2016/04/why-unicorns-are-struggling
- Christensen, C. (2004). Managing the Strategy Development Process: Deliberate vs. Emergent Strategy. Harvard Business School Publishing. https://store.hbr.org/product/managing-the-strategy-development-process-deliberate-vs-emergent-strategy/420084
- Barenblat, K. (2018). What the Best Nonprofits Know About Strategy. Harvard Business Review. https://hbr.org/2018/08/what-the-best-nonprofits-know-about-strategy
- Cantor, A. (2022). How Nonprofits Can Keep Strategy Front and Center. Harvard Business Review. https://hbr.org/2022/10/how-nonprofits-can-keep-strategy-front-and-center
About Ernest Lewis III
Ernest Lewis III is a nonprofit executive, strategist, and systems thinker who currently serves as Vice President of Community Impact & Vitality at BakerRipley and Founder & Chief Consultant of The Harvey Lewis Group. With over two decades of leadership across Houston and New Orleans, Ernest is known for architecting straightforward strategies that unify legacy wisdom with future-ready innovation.
A champion of collective impact and organizational resilience, Ernest bridges theory and practice to drive transformation at scale. His work spans strategic planning, organizational development, fundraising, and executive advising, always grounded in cultural intelligence, adaptive leadership, and a deep commitment to community.
Whether guiding complex realignments, cultivating emotionally intelligent teams, or shaping thought leadership across sectors, Ernest leads with a human-centered approach, garnering results. He does not just refine strategy; he stress-tests it to ensure its longevity.
The Harvey Lewis Group 