At first glance, the idea of international trade policy might seem worlds away from the everyday work of charities. Tariffs, after all, sound like something for economists and diplomats—not fundraisers and programme managers. But the truth is, the ripple effects of today’s trade and political realignments are landing right at the doorstep of nonprofits. And the tide is rising fast.
In recent years, particularly under both the Trump and Biden administrations, the United States has taken a far more strategic approach to tariffs. These aren’t just economic levers anymore—they’re geopolitical statements. Tariffs are now being used to protect national security, influence global supply chains, and reinforce alliances. This strategy, often described as “friendshoring,” encourages trade only with politically aligned nations, and it’s reshaping the very structure of global cooperation.
For non-profits—especially those working internationally—this changing landscape comes with challenges, risks, and new opportunities.
A Changing Global Order
The world is shifting. The US-China relationship has become more tense than ever, while regions like the European Union and the Indo-Pacific are forging new alignments based on shared values and mutual interests. At the same time, countries in the Global South are asserting their independence, pushing for a more balanced role in global governance and funding structures.
All of this affects the context in which charities operate. From access to resources and tech, to relationships with local governments, to the very way funding flows across borders—everything is becoming more entangled in geopolitics. The old lines between humanitarian aid, development, and foreign policy are blurring.
As a result, non-profits must now think more strategically about where they work, how they work, and what they represent.
The Shifting Donor Landscape
Donors, especially large institutions and governments, are adjusting too. Funding decisions are being influenced not just by needs on the ground, but by global strategy. Support for civil society in regions like Southeast Asia or Eastern Europe may come with added diplomatic weight. Programmes in Africa or Latin America might now be shaped by broader conversations around tech sovereignty or economic independence.
For grantees, this can mean greater access to funding—but also greater complexity. Operating in politically sensitive environments often requires more robust governance, clearer communications, and deeper engagement with local stakeholders. The nonprofit sector is being asked not only to deliver impact, but to navigate international relations, often without a playbook.
Operational Headwinds
The realignment of global trade brings practical consequences too. With rising tariffs, new regulations, and shifting trade routes, the cost of doing good is climbing. Non-profits reliant on international procurement may find themselves facing higher prices, slower shipping times, or supply chain disruptions.
Digital tools, too, are increasingly subject to national restrictions or competing standards, making it harder to roll out universal platforms or cloud-based services across multiple countries. Organisations working across borders need stronger digital resilience, better contingency planning, and a clear understanding of how geopolitical developments could affect their infrastructure.
All of this adds pressure to already-stretched operational teams and makes financial planning even more challenging.
Staying Neutral in a Polarised World
In some countries, especially those caught between major powers, non-profits may find their presence questioned—or politicised. Receiving funding from Western governments or aligning with Western values can become controversial, even if the work itself is apolitical.
This is where trust, transparency, and local legitimacy become critical. Organisations need to build strong relationships with communities, clearly communicate their purpose, and ensure that their work cannot be misinterpreted as foreign interference. It’s not enough to be neutral in intent—you have to demonstrate it in practice.
Navigating with Intention
For non-profits navigating this complex world, it’s important to be proactive rather than reactive. That starts with awareness—understanding the global context and how it might affect your work. It continues with internal reflection—looking at how your funding, partnerships, and operations align with the values and dynamics of the regions you serve.
Adaptability is key. That might mean shifting your programme delivery models, diversifying your funding base, or investing in regional leadership. It might mean having deeper conversations with funders about the trade-offs and risks of operating in certain environments. And it definitely means building teams that are agile, informed, and supported to respond to a changing world.
The Mission Endures
Despite the turbulence, one thing remains constant: the mission. Non-profits exist to serve, to empower, and to stand in solidarity with those who need it most. That purpose doesn’t change, even as the political and economic environment does.
What’s required now is not fear, but readiness. Not withdrawal, but clarity. This moment calls for non-profits to lean into complexity, to sharpen their strategies, and to continue building bridges in a world that’s rapidly redrawing its maps.
The non-profit sector has always adapted to change—whether through war, recession, or revolution. This global realignment is just the latest chapter. And while the ground may be shifting, your ability to create meaningful, lasting impact remains as strong as ever—so long as you’re prepared to move with it.
At first glance, the idea of international trade policy might seem worlds away from the everyday work of charities. Tariffs, after all, sound like something for economists and diplomats—not fundraisers and programme managers. But the truth is, the ripple effects of today’s trade and political realignments are landing right at the doorstep of nonprofits. And the tide is rising fast.
In recent years, particularly under both the Trump and Biden administrations, the United States has taken a far more strategic approach to tariffs. These aren’t just economic levers anymore—they’re geopolitical statements. Tariffs are now being used to protect national security, influence global supply chains, and reinforce alliances. This strategy, often described as “friendshoring,” encourages trade only with politically aligned nations, and it’s reshaping the very structure of global cooperation.
For non-profits—especially those working internationally—this changing landscape comes with challenges, risks, and new opportunities.
A Changing Global Order
The world is shifting. The US-China relationship has become more tense than ever, while regions like the European Union and the Indo-Pacific are forging new alignments based on shared values and mutual interests. At the same time, countries in the Global South are asserting their independence, pushing for a more balanced role in global governance and funding structures.
All of this affects the context in which charities operate. From access to resources and tech, to relationships with local governments, to the very way funding flows across borders—everything is becoming more entangled in geopolitics. The old lines between humanitarian aid, development, and foreign policy are blurring.
As a result, non-profits must now think more strategically about where they work, how they work, and what they represent.
The Shifting Donor Landscape
Donors, especially large institutions and governments, are adjusting too. Funding decisions are being influenced not just by needs on the ground, but by global strategy. Support for civil society in regions like Southeast Asia or Eastern Europe may come with added diplomatic weight. Programmes in Africa or Latin America might now be shaped by broader conversations around tech sovereignty or economic independence.
For grantees, this can mean greater access to funding—but also greater complexity. Operating in politically sensitive environments often requires more robust governance, clearer communications, and deeper engagement with local stakeholders. The nonprofit sector is being asked not only to deliver impact, but to navigate international relations, often without a playbook.
Operational Headwinds
The realignment of global trade brings practical consequences too. With rising tariffs, new regulations, and shifting trade routes, the cost of doing good is climbing. Non-profits reliant on international procurement may find themselves facing higher prices, slower shipping times, or supply chain disruptions.
Digital tools, too, are increasingly subject to national restrictions or competing standards, making it harder to roll out universal platforms or cloud-based services across multiple countries. Organisations working across borders need stronger digital resilience, better contingency planning, and a clear understanding of how geopolitical developments could affect their infrastructure.
All of this adds pressure to already-stretched operational teams and makes financial planning even more challenging.
Staying Neutral in a Polarised World
In some countries, especially those caught between major powers, non-profits may find their presence questioned—or politicised. Receiving funding from Western governments or aligning with Western values can become controversial, even if the work itself is apolitical.
This is where trust, transparency, and local legitimacy become critical. Organisations need to build strong relationships with communities, clearly communicate their purpose, and ensure that their work cannot be misinterpreted as foreign interference. It’s not enough to be neutral in intent—you have to demonstrate it in practice.
Navigating with Intention
For non-profits navigating this complex world, it’s important to be proactive rather than reactive. That starts with awareness—understanding the global context and how it might affect your work. It continues with internal reflection—looking at how your funding, partnerships, and operations align with the values and dynamics of the regions you serve.
Adaptability is key. That might mean shifting your programme delivery models, diversifying your funding base, or investing in regional leadership. It might mean having deeper conversations with funders about the trade-offs and risks of operating in certain environments. And it definitely means building teams that are agile, informed, and supported to respond to a changing world.
The Mission Endures
Despite the turbulence, one thing remains constant: the mission. Non-profits exist to serve, to empower, and to stand in solidarity with those who need it most. That purpose doesn’t change, even as the political and economic environment does.
What’s required now is not fear, but readiness. Not withdrawal, but clarity. This moment calls for non-profits to lean into complexity, to sharpen their strategies, and to continue building bridges in a world that’s rapidly redrawing its maps.
The non-profit sector has always adapted to change—whether through war, recession, or revolution. This global realignment is just the latest chapter. And while the ground may be shifting, your ability to create meaningful, lasting impact remains as strong as ever—so long as you’re prepared to move with it.
