Date: 30.04.26
Host: Oliver Wyman
We brought together 70 passionate leaders from across the sector gathered to network, share learning, and problem-solve together.
Hosted in a vibrant, sun-filled space at Oliver Wyman, the event focused on connection, ingenuity, and the “human” side of strategic growth.
The day opened with a challenge to attendees to bring an object reflecting their potential. From books on evolution to symbols of the heart, the message was clear: leading and thriving means looking after the future of the sector – our people.
Dawn Newton set the tone by urging the room to embrace curiosity and creativity. Quoting Socrates, she reminded us:
“The secret of change is to focus all of your energy not on fighting the old, but on building the new.”
Nikki shared insights into how Oliver Wyman approaches the sector through their Social Impact Fund.
Sarah Corbett introduced the room to Craftivism, a considered, compassionate approach to campaigning known as “gentle protest.”
A central pillar of this approach is moving away from the “Drama Triangle” (where we often fall into roles of Victim, Persecutor, or Rescuer) and adopting The Empowerment Dynamic (TED).
By reframing our roles as Creators, Coaches, and Challengers, we can engage with the public and decision-makers more effectively. Sarah also discussed:
To navigate the complexities of the current landscape, we entered four facilitated “chatrooms”. These are dynamic spaces designed to deconstruct the biggest challenges facing our sector.
In an era of “permanent volatility,” we identified that strategy must become fluid and responsive rather than rigid.
Drivers of Uncertainty: We are navigating a perfect storm of Political & Policy shifts, Economic instability (cost-of-living and funding volatility), and the Rise of AI. Socially, we noted a growing “disconnect from nature” and rapid changes in donor behaviour.
Internal Struggles: Visibility is our greatest challenge—communicating strategy when the ground is shifting. Balancing restricted vs. unrestricted funding and workforce availability remain major operational hurdles.
The “No-Brainer” Solutions: Resilience requires shortening planning cycles and moving toward “lightweight” scenario planning. We must embed a “test-and-learn” culture and give ourselves the radical “permission to say no” to projects that dilute our core vision.
We mapped our journey across a four-level maturity framework, identifying the leap from personal tools to organisational systems.
The Transformation Journey:
Level 1 (Thought Partner): Using AI for research, drafting emails, or summarising CRM interactions.
Level 2 (Assistant): Personalising communications and using tools like Claude to check code standards.
Level 3 (Teammate): Moving into proactive triage—AI acting as a “first responder” for supporter leads or tech support before humans step in.
Level 4 (The System): Pioneers exploring AI that records calls, analyses data, and autonomously writes initial project proposals.
Barriers to Adoption: Significant concerns remain regarding Accuracy (“real howlers” in AI facts), the manual steps still required for integration, and the Ethical/Legal regulations specific to the charity sector.
This session focused on the foundations of working together and moving up the “Ladder of Engagement.”
The Ladder of Engagement: We defined the spectrum from Coercion (Doing “to”) at the bottom, through Consultation (Doing “for”), to the pinnacle of Co-production (Doing “with” in an equal, reciprocal partnership).
Working Agreements: We discussed the need for formal Memorandums of Understanding (MoUs) and a “framework of process”—a manual for how to communicate, argue effectively, and stay aligned when things go wrong.
Core Values: Collaboration starts with “inner work.” Knowing your own strengths and ensuring your values are up-to-date is the prerequisite for a healthy partnership.
This group focused on the human side of transition, swapping “corporate speak” for genuine connection and compassion.
The Empowerment Dynamic: A recurring breakthrough was the need to escape the Drama Triangle (Victim/Rescuer/Persecutor) and pivot toward The Empowerment Dynamic, transforming those roles into the Creator, the Coach, and the Challenger.
Authentic Leadership: We called for “No dressing up in corporate language.” Authenticity, vulnerability, and “strategic silliness” are the tools required to humanise the process and build trust.
Psychological Safety: Curating spaces that prioritise hope and positivity over “trauma dumping.” By using live feedback loops and open dialogue, we empower people to participate in change rather than just receive it.
Across all four rooms, these core transitions defined our collective compass for 2026:
Intentionality over Urgency: Trading “frantic efficiency” for “gentle activism.”
The Empowerment Shift: Moving from “Doing To” (top-down) to “Doing With” (co-production).
Human-Centric Digital: Using AI as a “Thought Partner” to reclaim time for deep human connection.
Radical Cooperation: Trading competition for a “Jigsaw” approach—sharing resources, learning, and advocacy.
Agile Resilience: Embracing curiosity and “test-and-learn” cycles over rigid long-term plans.
The Bottom Line: Our future leadership is technologically enabled but human-led.
We are trading corporate scripts for compassionate leadership and empowered collaboration.
The event transitioned into interactive reflection sessions focused on three questions:
Huge thank you to everyone who made the London Charity Meetup so full of energy and lively discussion.
The event was wonderful because David Cobb and the OW team worked with us to deliver every single aspect of the event, including the music!
Nathan Miller thank you for capturing the spirit of the event in your wonderful photos.
Thanks to Iulia Zolotcov for bringing the dream of live scribing at the Charity Meetup to life.
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Notes by: Amelia Hursey, Strategic Director (parkinsonseurope.org)
