Strategy for Social Enterprises or Never Say Never

The principal aim of this paper is to identify the strategic dimensions of an operational structure that could suit a social enterprise. Social entrepreneurship involves individuals and groups that create independent organisations in mobilising ideas and resources to address social needs. A focus on strategy in this context becomes paramount, as it can give a long-term direction to social enterprises and resolve some of its long-standing issues such as the position of social enterprises in being largely regarded as only suppliers to the state, often providing services for people. In this respect, a strategic framework is produced regarding aspects of mission, decision making power, profit distribution, effectiveness of service delivery and benefits for the local community. Methodology-wise the paper is based upon work that can be identified within the geographical context of Bournemouth, Poole and Christchurch, in Dorset, South West of England. It is based upon conduct of qualitative research including semi-structured interviewing, collection of secondary data and observations of local social enterprises. It is anticipated that potential research outcomes would include: specific strategic practices in the way social enterprises operate and deliver services. It could also be suggested that strategies for the future should pay more attention into mobilising social enterprises as a force for innovation.