Navigating the Social Enterprise Ecosystem together with IKEA Social Entrepreneurship: Key Takeaways and Reflections

Last month in June, we joined a partner’s gathering with IKEA Social Entrepreneurship and their regional implementing partners from other accelerator programmes, focusing on empowering social enterprises across locations. The 3-days gathering was held in ?lmhult, a small Swedish village known as the birthplace of IKEA, symbolising a hub of innovation and sustainable business practices.

Together with Ashoka, NESsT, New Ventures, and Instellar we explored the complexity of the social enterprise (SE) ecosystem in group discussions before opening the space for more in-depth topics. With the facilitation and involvement from IKEA SE team in the discussions,? we exchanged valuable learnings and insights from diverse backgrounds, geographical aspects, and regional perspectives, making the gathering highly enriching.

In this article, we will share the different learnings and insights as well as dive into the key aspects of supporting social enterprises and explore how they can truly empower social enterprises in empowering communities that are marginalised.?

Key Players and Their Connections in the SE Ecosystem

The social enterprise (SE) ecosystem encompasses a diverse array of essential players, such as policymakers, corporate partners, academia, media, communities, and the social enterprises themselves. Each plays a vital role in cultivating a sustainable ecosystem that fosters meaningful and impactful change. Policymakers provide regulatory frameworks and corporate partners offering financial resources and strategic partnerships, academia contributes to research and knowledge, media amplifies awareness and impact for public support, and communities engage in and benefit from the initiatives.?

Throughout our discussions, it became evident that each group perceives the SE ecosystem uniquely. For instance, in Malaysia, we see government bodies and the private sector being an active player in the ecosystem by setting regulatory frameworks and financial assistance to the social enterprises. Meanwhile, other groups based in Mexico did not see an active role for the government to play in the ecosystem due to the regional context.?

Despite the differences in the key players and their interconnections within the ecosystem, we find that the ecosystem begins and ends with the people and community. It is their passion, resilience, and commitment that drive the success of social enterprises, reminding us that at the heart of every initiative are the communities whose lives we strive to improve.

Regional Gaps and Perspectives

One of the most interesting findings from the discussions was the variation in gaps within the SE ecosystem. This gap refers to the access to the different ecosystem players across regions and programmes.

For instance, in some regions, social enterprises benefit from good access to policymakers and policy support, leading to favourable regulations and funding opportunities. Conversely, other areas face a lack of policy support thus hindering growth. Similarly, some regions have robust corporate partnerships, university collaborations, and extensive media coverage, while others struggle with limited corporate interest and lack these vital connections for public support.?

Despite all the regional gaps and differences being mentioned, one of the common areas that all regional partners agree on, is the power of media. Media has the ability to shape and influence the impact ecosystem for raising awareness, building credibility, and attracting support for social enterprises.

Through extensive coverage and storytelling, the media can spotlight social enterprises and their initiatives, educating the public and drawing attention to social issues and solutions to the community. This visibility helps build public trust and credibility, showcasing success stories that validate the effectiveness of social enterprises.?

A key reflection from this is, “How can we effectively capture the right attention, and which impacts should be emphasised by social enterprises?”?

Acknowledging and addressing these regional disparities, while leveraging the strengths and unique contributions of each key player, can significantly enhance the growth and sustainability of the SE ecosystem.

Programme Design Elements

By comprehending the broader SE ecosystem, we can identify the specific factors that drive growth and sustainability. Our group discussions were then narrowed down into few open spaces, allowing every partner to contribute to various topics that are relevant to building a structured support mechanism to empower social enterprises to thrive.

A well structured accelerator programme design is essential for the success of social enterprises. Our discussions highlighted a thoughtful balance between personal and professional development in the programme design. In these discussions, accelerator programmes often prioritise accelerating enterprises towards their organisational milestones, sometimes putting aside the personal development of the organisation’s leader, aspects such as unpacking past mindset blocks, developing leadership skills, and fostering resilience.?

For instance, when leaders overcome self-doubt, address past trauma, and develop a growth mindset, they can drive their organisations forward more effectively. Personal growth in leadership leads to a more confident, resilient, and visionary approach, benefiting the entire organisation.?

By learning from the other partners, we are inspired to implement a holistic approach within the growth and development of our own accelerator programmes. This includes enhancing personal development modules with a focus on leadership, resilience training, and mindset transformation. This balanced approach ensures that SE leaders are equipped with the skills needed to run their organisations while also being empowered for personal growth.

This balance is critical as the growth of the leader directly influences the organisation’s success. By placing significant emphasis on both personal and organisational development, we believe that accelerator programmes can better equip SE leaders to navigate the complexities of the SE ecosystem and grow more sustainably. Ultimately, integrating personal and professional development is not just beneficial but essential for the long-term success of social enterprises.

Post-Programme Support

Going more in-depth into how an ideal programme design can look like for an accelerator programme, we believe that the journey doesn't end at the programme's conclusion. Some of the key considerations of a successful accelerator post-programme support involve implementers deciding between fostering complete independence for the participants or providing multiple phases of support before reaching their desired level of readiness.

However, what was clear in all discussions was the different types of support, networks, and guidance needed by social enterprises at various stages of their growth. Both considerations have their own trade-offs. Independence fosters self-sufficiency and flexibility but requires readiness for market complexities, while phased support offers ongoing mentorship and resources for stable growth but risks dependency on programme providers.?

Which brings us to the question,

“In a fast-changing business environment with urgent impact needs, how do programme supports adapt quickly and effectively?”

and

“What are the essential benchmarks or criteria for indicating an enterprise's readiness to exit the programme?”

These benchmarks serve as critical milestones for social enterprises, ensuring that they are not only prepared to exit the accelerator programme but also able to thrive independently, creating better and meaningful social or environmental change in their communities and beyond.

IKEA Values and Shared Culture

From our interactions with the IKEA Social Entrepreneurship team and their partners, Ashoka, NESsT, New Ventures, and Instellar, the sense of togetherness and co-creation was evident, reflecting the core values of IKEA. We learned the shared values fostered by IKEA such as togetherness and co-creation since the start of the partnership resulted in the safe space and positive culture among partners. This shared value, embodied in the IWAY Standard, which is IKEA’s code of conduct for its suppliers and partners ensuring sustainable and ethical practices in their operations. By outlining their commitment to collaborative relationships and inclusive practices, IWAY not only strengthens the internal ecosystem but also enhances collaboration and co-creation efforts.

Working with IKEA Social Entrepreneurship has been a refreshing experience for our team. In which we find that IKEA Social Entrepreneurship truly prioritises impact creation above all else. They emphasise the creation of impact and its effects on the community, rather than solely focusing on large numbers and percentages. Each program deliverable is thoughtfully designed with the primary goal of improving the livelihoods of those affected. Another standout aspect is how IKEA Social Entrepreneurship genuinely embodies the term 'partnership.' From the initial programme design to the ongoing and potential impact, everything is co-created together, with IKEA Social Entrepreneurship values its implementing partners as equals and trusts us as experts in our field and local context. This trust and respect have created an environment where innovative ideas can thrive and meaningful impact can be achieved.

The strengthened work culture across the organisational network is something we find value in to learn from, hoping to mirror IKEA's commitment to inclusivity, innovation, and collective progress. By doing so, we aim to create a better everyday life for communities and social enterprises through our accelerators and empowerment programs.

Conclusion

In conclusion, navigating the social enterprise ecosystem is not merely about understanding its complexity but also about harnessing its potential for meaningful impact. While accelerator programmes strive to propel social enterprises towards growth, it's the holistic support encompassing different actors and entities that truly empowers them to thrive and sustain for the long term.

Feeling truly inspired by the three days of immersive open discussion, the relationships built with the IKEA Social Entrepreneurship team and their partners, the fun, intimate, and heartfelt energisers, and fika breaks in between, we are excited to incorporate these learnings and reflections into the Social Enterprise Accelerator Malaysia (SEAM) programme as we continue on this journey of fostering togetherness and collaboration within the ecosystem.

The Social Enterprise Accelerator Malaysia (SEAM) is a partnership between Biji-biji Initiative and IKEA Social Entrepreneurship, with support of IKEA Malaysia aimed at strengthening the social entrepreneurship ecosystem in Malaysia through comprehensive capacity building programmes, strategic partnerships, and advocacy efforts. Read more about the SEAM programme here.