Who Is a Social Entrepreneur?
Lately, I’ve been asking myself a lot of questions about social entrepreneurship. If we’re honest, there’s no single, clear definition of what a social entrepreneur is. While it generally means someone who identifies social problems and builds solutions to address them, “social” itself means different things depending on who you ask and where they live. What counts as a social issue in one country might be seen as an economic or political one somewhere else. So the idea of “social” can be a little subjective.
At its core, social entrepreneurship is about making a meaningful impact. But to do that effectively, it’s worth stopping to ask if we’re truly addressing the needs of the communities we’re trying to help. Here are a few key questions that may help us navigate these complexities.
Who Is Truly Benefiting—The “Beneficiary” or the System?
Here’s something ironic I’ve noticed: In social sector, we often refer to the people we’re helping as “beneficiaries,” but who is really benefiting? The term sounds straightforward, like it means someone receiving support, but in reality, it’s complicated. When we call someone a “beneficiary,” it implies they’re gaining something valuable, but often, it’s people from the outside who are defining what this “benefit” looks like. Who is getting benefited is really a question to think about.
A few years ago, when I was teaching at a government school, a parent once came to me with a question I’ll never forget. She asked, “Why should I send my child to school? If he works, he’ll bring home 50 rupees a day, which helps us put food on the table. What good is school if it doesn’t give us that?” At that moment, I didn’t have a convincing answer, and it made me realize that, for many families, education doesn’t seem like an immediate benefit—it’s a long-term investment. When daily survival is on the line, it’s hard to see the value in something that doesn’t help right now.
This story is a good example of market failure, which is when a system like the economy doesn’t meet people’s basic needs. Education was supposed to be valuable, but for this family, it wasn’t meeting their immediate need for food. So, as social entrepreneurs, we have to ask ourselves:
I had the privilege of listening to Kerryn Krige's lecture recently and here's one of her TED Talks :
In her TED talk, Kerryn asks, “Whose world are we changing? And to what?” This prompts us to reflect on our intentions. When we label people as “beneficiaries,” are we assuming we know what’s best for them? Are we truly open to understanding their perspectives?
• Are we imposing our own ideas of what’s good for people, or are we genuinely understanding what they need?
• Who decides what “benefit” really means? Is there space for communities to shape this definition?
Are We Using Technology to Empower or to Control?
In social projects, technology often plays a big role. But are we using it to empower people, or is it just another tool for monitoring and control?
Take Abalobi as an example—a platform designed to support fishing communities. Instead of tracking or controlling fishermen’s movements, Abalobi provides them with information on things like fish types, weather conditions, and areas with higher catch potential. This helps the fishermen make their own informed choices, enhancing their independence rather than just telling them what to do.
This approach reflects the idea of empowerment, where the goal is to give communities tools they can use to solve their own challenges. To me, it’s similar to an analogy from Michelangelo: he said the sculpture is already in the marble, and it’s the artist’s job to bring it out. In the same way, opportunities for empowerment are often present; our role is to help communities see and use these opportunities.
• Are the tools we’re implementing genuinely giving people more control over their lives?
• Could we be more effective if we focused on helping people make their own decisions?
Are We Creating Value or Just Causing More Problems?
We tend to operate at the intersection of government, markets, and civil society, addressing problems that these systems fail to solve. But what happens when social entrepreneurs step in too much? Are we making governments or markets lazy by taking over their roles? Are we, in fact, creating another externality, where future social enterprises will have to come in and address these new problems? This ties back to what Peter Drucker says about operating in a space of infinite needs. The needs are never-ending, but as a social entrepreneur, how do I make sure I’m addressing the root cause of these problems and not just the symptoms? That’s something I’ve been reflecting on a lot — how to dig deeper and ensure that my work isn’t just a band-aid on a much larger issue.
• Are we creating dependency, or is our work helping communities stand on their own?
• How can we avoid accidentally causing new problems for others to solve?
Are We Building Sustainable Impact or Temporary Relief?
One of the most important questions for a social entrepreneur is about sustainability. Are we building solutions that can last and grow even after we’re no longer directly involved, or are we just creating short-term relief?
I was reminded of this during a recent activity where we compared challenges in the “Global North” (developed countries) and “Global South” (developing countries). It was eye-opening to see how solutions that work in one context might not work in another. When designing solutions, it’s important to consider the unique environment in which they will be applied, as no two communities are the same.
If we can focus on creating solutions that communities can take ownership of, we’re more likely to build something that can thrive without continuous intervention.
• Is our approach sustainable, or will it require constant support?
• Are we creating something that communities can maintain and even expand upon?
Final Thoughts
Social entrepreneurship is driven by the desire to make a positive difference. But if you’re running a social project or considering starting one, here are a few questions to guide your approach:
• Are we aligned with the true needs of those we aim to help, or are we defining “benefit” from our own perspective?
• Are we empowering communities through our solutions, or are we unintentionally taking control?
• Are we fostering long-term change or just providing a quick fix?
• Are we creating solutions that communities can eventually take full ownership of?
By reflecting on these questions and learning from experiences—whether they’re rooted in market failures, empowerment, or the importance of context—we can make a bigger impact. Our ultimate goal should be to create a world where communities are equipped to solve their own challenges, ensuring that our efforts lead to lasting, positive change.
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