Guardian Social Enterprise Network: On Purpose Interview Series

Over the last 8 weeks the On Purpose Associates have been contributing to a series of articles for The Guardian's Social Enterprise Network. Each week, one Associate talks to a 'builder or runner' from a social enterprise or commercially-driven charity, many from our current placement organisations.

So far we've interviewed:

Charlotte Glynn, Head of People at Just Giving

Jonathan Bamber, International Sales & Development Director at Tough Stuff

Damian Peat, Operational Director and Financial Controller at Terra Plana and VIVOBAREFOOT

Ariane van de Ven, Head of Future and Trend Insights at O2

Sylvia Lowe, Head of UK Innovation at Comic Relief

Miriam Turner, Innovations Director EMEAI at InterfaceFLOR

Patrick Reyburn, Strategic Development Manager at HCT Group

Lucy Payton, Associate Director at Teaching Leaders


To check out the series of interviews click here.

Keep an eye on this space for the 3 remaining interviews!

Our very own Peter featured in The Guardian

Peter Babudu, one of this year's Associates, talks to The Guardian about his attraction to social enterprise, the On Purpose programme, his background and future aspirations. Click here to see his friendly face and to read the article!

How Social Enterprises might change the (business) world

Social enterprises suggest a new way of doing business which provides lessons for private sector organisations and charities alike, operating efficiently whilst putting the beneficiary, the ‘social’, in a prime position.

What’s social?

Here at On Purpose we’re regularly asking “What puts the ‘social’ in social enterprise?” Is it social ownership (like Co-op), social impact, profit distribution for community goals and an involvement of beneficiaries in the spending decisions of the organisation (like HCT), or is it the general spirit of the enterprise? With no strict rules for defining social enterprises, any of these criteria could potentially fit the bill. But to be a social enterprise, no organisation can neglect the ‘enterprise’ either. Social enterprises try to take the best of business practices, operating efficiently and professionally to further their stated aims; aims which combine profit-making and social concerns.

Why bother?

But why not just have a regular business enterprise (as the BBC recently wondered)? The financial crisis reminds us that in spite of the public origins of various businesses, and of banks in particular, some have become strongly divorced from their most important resource, their customer base. Social enterprises tend to be much more locally entrenched, and prioritise social concerns too, which promises an ongoing emphasis on customers, who are inherently identified as key beneficiaries (looking beyond shareholders).

What’s next?

The social enterprise market is young but growing rapidly - various developments are expected in 2011 - from better financing, to better measurement of social impact, use of scale and engagement of marginalised populations. More broadly, I for one hope to see larger businesses learning from social enterprise’s practices (especially via social ‘intrapreneurs’), mainstreaming their Corporate Social Responsibility initiatives to cover all business practices, and, dare I suggest it, even considering becoming social enterprises!

Bog Society..... Big potential but there's also a big 'cliff' looming.

Dai Powell CEO of HCT Group has written a thought provoking piece in The Guardian today -  an honest and challenging insight amidst all the positive chatter around 'Big Society'..

And here's an insight into ResPublica - one of the think tanks that are deemed to have informed the thinking that sits behind Big Society.

What do you think? Do you think that Big Society can rise to and meet the big challenge that lies ahead?