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JOHN SAWHILL to build on our strengths. In that way, the "trans- were in the business of buying land and protecting portability"of programs is an important measure of it. It wasn't always clear that we were successfully success for us. I integrating our scientific information with our con- servation work. We had to use science to under- s: You alluded earlier to changes in your science orga- stand better the ecological processes at work on the nization. What changes did you make? land that interested us. f` We also needed new capabilities in the area of We set priorities for conservation—our operating stewardship; that is, in managing properties once strategy, in a sense—based on objective, scientific we acquire them.To bring about that major change, data about species and habitats. Although we ap- we hired specialists in such fields as fire ecology, preciate the value of beautiful landscapes as much weed control, and biohydrology—a subspecialty of as anyone else, we won't try to save a place unless water management. People with skills in those it harbors a rare species or an important habitat.To areas help us understand how to manage properties put it another way, we have always been in the sci- to best protect their native plants and animals. ence business,not the pretty business. i But even though we have always thought of our- Were there any changes in your donor strategy as selves as a science-driven organization, we have a result of the strategic review? long needed to integrate science more effectively into our conservation planning. After undertaking I wouldn't say that our strategy has changed, but the strategic review,we discovered that we were ac- we did learn some things that have helped keep us tually in two separate businesses. On the one hand, on course. We have always had a clear donor strat- we maintain the world's best databases on species egy that fit our mission.Some people at the Conser- and their habitats, and our science business pro- vancy think our customers are the plants and ani- vided information on threatened areas both for the mals we're trying to save, but our real customers Conservancy and for outsiders such as government are the donors who buy our product, and that prod- agencies and corporations. On the other hand, we uct is protected landscapes. Because fund-raising takes place locally, we have orga- nized around local chapters in every state. Our target market is 5 the broad and growing segment of °` people who love the outdoors and ! want to preserve.it—and who are looking for groups that are achiev- ing tangible results. They like the fact that we use private-sector tech- niques to achieve our objectives, that we protect the environment �.. the old-fashioned way: We buy it. We have made a conscious, } strategic decision to rely on indi- vidual donors and not to become too heavily dependent on govern- _ ment,because we want to be clear- ly identified as a private organiza- tion, one that is financed privately and uses free-market techniques. We think of ourselves as Adam Smith with a green thumb. Our nonconfrontational strategy gives us a very broad and stable I base of support that runs the whole I political spectrum—George Bush and Bill Clinton are both financial supporters—and you know, we like Andy Warhol,Bighorn Rum it that way. I would guess that the 116 HARVARD BUSINESS REVIEW September-October 1995 k