While enthusiasm for systems change has grown steadily over the past decade, we find a significant gap persists between this enthusiasm and execution. Funders attempting to implement systems change consistently face 9 challenges, including unclear outcome attribution, long commitment horizons, and complex stakeholder coordination. When faced with these challenges, it is understandable why many funders find themselves defaulting to patching the system rather than changing it. The pressures are real: boards expect clear metrics, program timelines demand quick wins, and established processes reward predictable outcomes. These institutional realities often nudge funders toward incremental fixes, even when they recognize deeper change is needed. This report names and explores the challenges in implementing systems change and provides steps to navigate them. We draw on the authors’ 14 years of experience implementing systems change programs in the Global South across affordable housing, early childhood education, and gender equity. Foundation leaders (e.g., CEOs, principals, and other executives) can use this guide to implement systems change in their work, finding entry points that align with their foundation’s current capacity, constraints, and strategic objectives. Funders can choose to lean in and make their intent to change the system explicit. Doing so would offer the potential for permanent, transformative change that continues long after the intervention or program ends. This choice requires abandoning the comfort of clear attribution and predictable outcomes and accepting that it may be impossible to claim credit for your contributions. The communities you serve rarely need you to prove exactly which intervention created change, but they do need you to commit to changing the conditions that trap them in cycles of inequity. “Courage is not the absence of fear, but action in spite of it.” – Nelson Mandela

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