Your browser (Internet Explorer 7 or lower) is out of date. It has known security flaws and may not display all features of this and other websites. Learn how to update your browser.
Now is the time for social enterprise.
If we’re going to see more of social enterprises, and more of them growing, we need to go right to the heart of strategy and understand the business models that make them work. Read more
After the shakeup of Covid-19, many of us will be in crisis and survival mode. But now is also the time to be thinking about the future and recovery phase. There will be new market opportunities as services and products are reimagined, new needs from our communities, and a more open space for business models with purpose as we question an economic system that valued GDP above all else.
In the previous two parts of this series, we covered the components of a social enterprise business model, the trade-offs that have to be managed and the 16 social enterprise model types. Part three of the series explores seven steps to consider when pivoting or building a social enterprise business model with tools and tips along the way. Read more
The post-Covid world may offer new opportunities to push social enterprise as a force for good. But getting the business model right will be crucial. Part two in our three part series reveals the 16 social enterprise business model types, to spark ideas about how you could pivot your own business model. Read more
The post-Covid world may offer new opportunities to push social enterprise as a force for good. But getting the business model right will be crucial. We’ve created a new social enterprise business model toolkit to help, based on a year of research in the UK. Part one explores the what and why of social enterprise business models, and the trade-offs to be managed. Read more
‘What will the sandwich fillings be?’.
It was an innocent question with good intent. The context however, was a Board meeting. The agenda item was the launch of a new facility. The Chair kindly suggested that perhaps staff might deal with this operational matter.
When the corporate world suffers from bad governance, the consequences are significant. Enron, Seimens, Thomas Cook, Carillion – just to name a few of the bigger failures.
But what about the third sector? How do we know what good or bad governance looks like?