Financial resilience, which is receiving heightened attention, encompasses income diversification, multi‑scenario planning, and stronger financial management. While financial sustainability and fundraising have long been part of capacity-strengthening efforts, there is now a stronger emphasis on more systemic and forward-looking approaches, going beyond grantseeking towards broader financial strategies that help organisations navigate uncertainty and sustain their work overtime. In response to shrinking institutional funding and the growth of alternative financing models, some funders are supporting organisations to think beyond grants, strengthen decision‑making under uncertainty, and develop more adaptive approaches to financial sustainability.

As organisations operate in increasingly polarised, fragmented or monitored environments, conflict-sensitive capacity strengthening support is becoming more prominent. In this sense, conflict sensitivity refers to grounding OD work in a systematic analysis of context, power relations, and potential sources of tension, with the aim of strengthening organisations without reinforcing harm or division. Erosion of trust, accumulated trauma, and political polarisation can undermine collaboration both internally and externally, making context‑aware and relational approaches essential. This places renewed emphasis on careful diagnosis, adaptive practice, and a deep understanding of relationships, risks, and operating conditions