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“Scaling is a strategic approach that makes it possible to multiply the social impact while ensuring the sustainability of the social enterprise ” (1)

When referring to scaling in the context of social enterprises, social entrepreneurship and social economy organisations it mainly refers to the increase of positive social or environmental impact, not just about becoming bigger or earning more money. While for conventional organisations growth means increasing turnover or profitability, scaling for social economy organisations “goes beyond the simple notion of growth” (1), it focuses on the ambition to maximize the positive changes, the creation of social or environmental impact.

Scaling is described as a “process” rather than a “state”(2), it is a strategic activity to choose the right way of achieving a social mission thus increasing social and environmental impact. Scaling helps an organisation reach more people, solve problems more effectively, and strengthen its long-term stability. Social and financial aspects are closely connected, because financial resources are tools to create impact – not the main goal.

Scaling is not something that all social enterprises need to do, rather it is an intended step that requires mobilisation of various aspects of the organisation and brings transformational change such as organisational structure, human resources and roles, the value proposition of the product or service.

Why to scale?

The main reason for scaling a social economy organisation is to increase its positive impact and provide stronger responses to social and environmental challenges. Scaling is not just about organisational growth, but about creating more meaningful and lasting change for communities and society.

Organisations may choose to scale for different reasons. Some aim to better respond to social needs, by improving how effectively they address problems and deliver solutions. Others focus on strengthening the impact they already create, by improving the quality or efficiency of their activities.

Scaling can also be driven by the ambition to reach more people, either by expanding within the same area or by bringing solutions to new regions or target groups. In some cases, organisations seek to influence the wider system, by shaping policies, practices, or mindsets to address the root causes of social challenges.

Finally, scaling can help organisations reach a level of visibility and influence where they can collaborate more effectively with partners and contribute to broader societal change. (1)

What are the different phases of scaling?

Scaling is not a single step, but a process that happens over time. Social enterprises often move through several phases as they grow their impact, and each phase builds on the previous one.

At the beginning, organisations focus on testing their idea in practice. This means trying out a solution on a small scale to see if it actually works and creates the intended impact. This stage is often called the “proof of concept”, where the main goal is learning and improving based on real experience.

Once the solution shows positive results, the next phase is about strengthening the business model. Organisations work on making their activities more efficient, and ensuring they can deliver impact in a sustainable way. This stage helps confirm that the solution is not only effective, but also viable in the long term.

Once these foundations are in place the organisation can move into the scaling phase. At this stage, the focus shifts to reaching more people or having a deeper impact, for example by expanding to new areas, working with partners, or influencing wider systems. This often requires changes in strategy, structure, and resources. (1)

It is important to note that this process is not always linear. Organisations may move back and forth between phases, taking time to adjust and improve before growing further.

What are the different strategies to scale?

Social enterprises can scale their impact in different ways, depending on what they want to achieve. These strategies can be grouped into three main perspectives: qualitative, quantitative, and systemic scaling.

• Qualitative scaling focuses on improving the depth and quality of impact. Instead of reaching more people, organisations aim to better meet the needs of their existing beneficiaries. This can include expanding services, addressing additional challenges, or offering more comprehensive support. It is about creating stronger and more meaningful change for the people already reached.
• Quantitative scaling is about increasing the number of people or places reached. This can happen by growing within the same area (reaching more beneficiaries locally) or by expanding to new regions or countries. The goal is to spread a proven solution more widely and make it accessible to more people who need it .
• Systemic scaling aims to influence the wider system. Instead of only delivering services directly, organisations work to change policies, practices, behaviours, or mindsets. This can involve partnerships, advocacy, or sharing knowledge so that other actors adopt the solution. The objective is to address the root causes of social problems and create long-lasting change at a larger scale .

In practice, many social enterprises combine these approaches, for example, improving their services while also expanding to new areas or influencing the system around them. (1)

Which strategy to choose?

There is no single “best” strategy for scaling. The right choice depends on the organisation’s mission, capacity, and the context in which it operates. Social enterprises can choose from several approaches or create a combination of strategies.

• Diversification – new activities are developed to strengthen or complement existing work. 
• Duplication – replicating a proven solution in new locations to reach more people.
• Fertilisation – sharing the knowledge or methods so others can apply them and multiply the impact. 
• Cooperation – working with partners to combine strengths and achieve more together.
• Merging with another organisation can help pool resources and increase overall impact.

In practice, many social enterprises combine different strategies. The most suitable approach is the one that best supports their social mission while remaining realistic with their resources and readiness. (2)

How to get started?

Before choosing a scaling strategy, it is important to understand how ready the organisation is for this step. The self-assessment tool “Scaling readiness: where does your organisation stand?” created in the framework of Scaling Catalyst project allows to assess key areas helping organisations to reflect on their strengths and identify what needs to be improved before scaling. The tool looks at several important dimensions, providing a clearer picture of where the organisation stands.

A new practical guide, “Catalysing Scale: How Support Organisations Can Enable Scaling in the Social Economy,” has been published to help organisations better support social enterprises in scaling their impact. Developed within the Scaling Catalyst project, the guide brings together research findings, expert insights, and case studies to support Social Economy Support Organisations (SESOs) such as incubators, accelerators, networks, and foundations, working with social enterprises across Europe.

In the social economy, scaling does not simply mean organisational growth. It refers to increasing social impact whether by reaching more people, replicating solutions, building partnerships, or influencing systems. This guide helps support organisations understand these pathways and design programmes that effectively enable social enterprises to grow their impact.

The guide offers hands-on guidance for organisations looking to strengthen their support for scaling social enterprises. Drawing on interviews, surveys, and real-world experience, it explores:

• What scaling means in the social and solidarity economy
• Different strategies to scale social impact
• The key stages of the scaling journey
• Common risks and challenges
• How to design effective scaling support programmes

It also features case studies and insights from leading organisations across Europe, including Ashoka, FASE, Social Innovation Factory, Impact Shakers, Reach for Change, ScaleChanger and others.

These examples highlight how combining funding, expertise, networks, and tailored support can significantly increase the chances of successful scaling.

Across Europe, social enterprises are tackling pressing challenges from improving access to education and healthcare to advancing climate solutions and social inclusion. However, many struggle to scale their impact. Common barriers include limited access to long-term funding, lack of resources and specialised expertise, and difficulties adapting solutions to new contexts or markets. As a result, even proven innovations often remain local.

Support organisations play a key role in overcoming these challenges. By providing strategic guidance, facilitating partnerships, and offering tailored programmes, they act as catalysts that help social innovations grow and reach more communities.

Part of the Scaling Catalyst initiative

The guide is one of the key outputs of the Scaling Catalyst project, a two-year initiative funded by the European Union and running from September 2024 to August 2026.

The project aims to strengthen the capacity of support organisations across Europe so they can better assist social enterprises in scaling their solutions. It is implemented by Reach for Change, ACT GRUPA, GROUPE SOS Pulse, the Social Entrepreneurship Association of Latvia (SEAL), and ScaleChanger, with Euclid Network as an associated partner.

To support the launch of the guide, a series of three webinars for support organisations will be organised, where participants will gain deeper insights into the guide, explore key concepts, and learn from practical examples. The sessions will also provide space for discussion and exchange with practitioners. To apply and find out more, follow the information shared on the project webpage and social media channels.

Read more about the project here!

For more information, please contact: Liva Svarce,

On March 26, the Saeima (Latvian Parliament) supported, in the third reading, amendments to the Social Enterprise Law that reduce the administrative burden for work integration social enterprises and promote the attraction of private investment in the sector.

The amendments stipulate that social enterprises that have been operating for at least three years or that have been established by a public benefit organization with experience in working with persons with disabilities may provide employment services to persons with disabilities without additional licensing. Until now, only enterprises holding a license issued by the State Employment Agency were allowed to provide this service.

The frequency of preparing informative reports has also been changed – the Ministry of Welfare will prepare a report on the operation and development of social enterprises once every three years instead of every two years, as previously stipulated.

The most significant changes to the law concern profit distribution. Until now, the law required social enterprises to reinvest all profits back into the company. From now on, subject to certain criteria, social enterprises will be able to distribute up to 50% of the profit for the reporting year.

It is hoped that this solution will encourage the attraction of private investment and foster the development of the social entrepreneurship sector. The Social Entrepreneurship Association of Latvia actively participated in the meetings of the Saeima’s Social and Employment Matters Committee, supporting these amendments, explaining the situation in the sector to members of parliament, and emphasizing the necessity of the changes.

ESEM gathers the opinions and experiences of social entrepreneurs, helping governments, funders, researchers, and business support organizations better understand the social entrepreneurship ecosystem. The data helps identify the main challenges and barriers faced by social entrepreneurs and supports the development of more enabling policies and funding instruments across Europe.

One of the most significant challenges in the field of social entrepreneurship remains the lack of high-quality data. Without sufficient information, it is difficult to design effective policies and provide targeted support to social entrepreneurs. Broader knowledge and a better understanding of the sector mean that funding, as well as European Union and national policies, can be better tailored to the needs of social entrepreneurs.

In the previous ESEM survey, more than 2,000 social entrepreneurs shared their experiences, and the information they provided is already influencing policymakers, educational institutions, and other stakeholders across Europe. However, this is only the beginning — the more social entrepreneurs participate, the stronger the sector’s voice becomes.

By sharing your experience and encouraging other social entrepreneurs to participate in the ESEM 2026 survey, you can help drive change and influence future policies, funding instruments, and support mechanisms for social entrepreneurship in Europe.

We invite social entrepreneurs to get involved and make their voices heard — take part in the European Social Enterprise Survey (ESEM) 2026 and become part of positive change.

More information about the project is available on the ESEM website.

On 28 January, the Cabinet of Ministers Republic of Latvia approved the implementation of the Social Economy Plan for 2026–2029. The plan will be coordinated by the Ministry of Welfare, and the Social Entrepreneurship Association of Latvia also participated in its development. The plan aims to promote the development of the social economy in Latvia by fostering social inclusion and access to the labour market, as well as by strengthening support mechanisms for social economy actors, including social entrepreneurs.

According to the definition of the social economy, its participants are associations, foundations, social enterprises and cooperative societies that meet the following criteria:

– they are private entities, independent of the public sector;
– they provide goods or services to their members or to society;
– people, as well as social or environmental objectives, are prioritised over profit;
– the majority of their profit is reinvested in achieving their social or environmental goals;
– they operate under a democratic (participatory) governance model.

In Latvia, the social economy comprises more than 29,000 entities, of which approximately one quarter are active. The largest social economy groups in Latvia are associations and foundations, including public benefit organisations, cooperative societies and social enterprises.

The plan envisages the implementation of measures across three lines of action: the institutional line (legal framework of the social economy, division of responsibilities, supervision), the target group line (access to the labour market and social inclusion), and the systemic line (development of systems that promote the social economy).

Learn more about the Ministry-approved document here!

On 6 and 7 November, Riga became the meeting point for social economy support organisations from across Europe. The Social Entrepreneurship Association of Latvia (SEAL) hosted the third Transnational Workshop of the DO Impact Capacity Building Programme — two full days dedicated to data ethics.

Sounds heavy? Actually, it wasn’t. Between deep discussions, hands-on workshops, and coffee breaks full of conversations and laughter, it turned out that talking about data privacy, AI, and consent can actually be inspiring — even fun.

The first day was all about data principles in practice. Instead of long lectures, participants jumped straight into real-life situations — figuring out how to make data collection more human-centred, how to get consent from the data owners, and how to design forms that don’t ask for too much information.

As one participant put it: “Data ethics isn’t a policy you print once a year — it’s a conversation you keep having.”

Most problems don’t come from complicated laws — they come from simple everyday things. For example:

● Leaving documents on a printer.
● Posting photos of children without parental consent.
● Keeping old data “just in case”.

Simple habits can make a big difference. Every organisation should know how long they store data, why they need it, and who has access. And yes — every organisation should have a privacy policy ready to show anyone who asks.
The data ethics workshops received enthusiastic feedback — participants appreciated not just learning what’s right, but actually practicing how to do it. Learning didn’t stop at the session doors.

Many participants said their favourite part was simply meeting people, sharing experiences, and building connections. The World Café session and project presentations helped everyone discover what others are working on — and many new collaboration ideas were born right there in the room.

Lessons We’ll Remember:

● Non-material harm is real. GDPR also covers emotional and reputational damage, not just financial losses.
● Consent must be clear. Especially when publishing photos — always ask for explicit permission, ideally with a two-part sign-up sheet: one for event participation, one for consent to use images.
● Big companies still get it wrong. Participants shared stories of getting sales calls they never agreed to — proof that some data still gets sold around. No consent? Then it’s illegal.
● Data controllers need curiosity. Ask the right questions, limit what you collect, and delete what you don’t need.

Huge thanks to everyone who filled those two days with ideas and energy and especially to the lectors: Prof. Dr. Aleksandrs Potaičuks, Kristofers Kalniņš-Liberis and Wojtek Wilk!

What’s Next?

We’re not done yet! The next workshop will take place online on 29 January 2026, online. This time, we’ll be diving into measuring social impact through digitalisation and data use. Two days, dozens of conversations, and one big reminder: ethics starts with people. And when those people are curious, kind, and ambitious — like this group — even GDPR can feel like an adventure.

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The event was organized within the framework of the DO Impact project, co-financed by the European Union.

“IMPACT QUEST” is an interactive and educational two-part game that helps players explore what social entrepreneurship is. It demonstrates how social enterprises can address various social issues — for example, in the fields of employment, culture, or the environment — while maintaining a balance between social goals and profit. The purpose of social entrepreneurship is to create real change in the world, rejecting the idea of maximizing profits for business owners personally. In this game, participants tackle global challenges and transform them into inspiring business ideas.

In the first part of the game, players explore common social problems, generate different ideas and solutions, and develop a viable concept that could foster real change in society. In the second part, the vision of the idea is turned into a concrete action plan, developing a social enterprise that drives transformation.

The creators of “IMPACT QUEST” drew inspiration from real tools used by social entrepreneurs to build their businesses. For instance, social impact mapping helps to understand key problems and their effects; theory of change allows step-by-step planning of how an idea can create real impact; and the business model canvas helps design a company that balances mission and profit.

The board game is designed to be played in groups — each group consisting of 4 to 6 players. Although the main target audience is young people aged 16 to 25, anyone interested in learning more about social entrepreneurship or using the game as a tool to develop their own social business idea is welcome to play!

The game materials include:

• Game board “Social Entrepreneurship Road”;

• Information cards;

• Social issue cards;

• Business model cards;

• Lucky cards;

• Empty cards;

• Six main element cards — Climate, Culture, Poverty, Education, Unemployment, and Discrimination;

• “Impact Quest” game rules;

• Player’s handbook.

You can find the printing sizes and required quantities for each material HERE.

All game materials are free to print and use, but by writing to e-mail address , you can also order a printed version of the game, covering only the printing costs.

We are already using the game in practice in educational institutions across Latvia — conducting classes on social entrepreneurship for high school and university students. We invite teachers, youth workers, and young people themselves to print and play “IMPACT QUEST”!

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The beginning of autumn was marked by a webinar for social entrepreneurs and organizations about current growth opportunities in the field of digitalization—whether by improving their own and their employees’ skills and knowledge, entrusting their website to professionals, or developing new plans and strategies together with mentors.

Among the presenters were representatives from Accenture, RTU Design Factory, Riga Municipality Business Support Contact Point, and Riga Business School. During the webinar, participants could get answers to their questions about the opportunities and programs offered by these organizations, which could later be applied in their own digitalization processes.

Accenture representatives introduced the FutureTech Internship project, organized in cooperation with Riga Technical University (RTU). Experienced IT specialists from Accenture act as mentors, and under their guidance RTU students look for solutions to clients’ digitalization challenges. For the second year in a row, Accenture has successfully collaborated with SEAL, giving association members exclusive access to this opportunity by submitting their needs—which can range from improving website accessibility to creating a recipe AI generator, a digital game, and more. For SEAL members, this service is free of charge.

Following last year’s successful collaboration, where digital solutions were developed for six SEAL members, the partnership between SEAL and Accenture continues. With this webinar, new clients were sought for the project’s second season.

RTU Design Factory, in collaboration with SEB Bank, has created a Growth Program that offers development opportunities aimed specifically at supporting small and medium-sized enterprises. The program is divided into three levels, depending on the entrepreneur’s previous experience and knowledge. In practical workshops led by professional mentors, participants can gain new knowledge, improve internal processes, implement digital solutions, or even develop new products and enter new markets. Read more here.

Meanwhile, Riga Municipality offers a grant program for social enterprises to improve accessibility in both physical and digital environments. The total funding for this program is 60 000 euros, and one company can receive a grant of up to 15 000 euros, covering 90% of eligible costs. Accessibility improvements include construction elements and related documentation, expert accessibility assessments, adapting premises, as well as improving a company’s website accessibility.

At the end of the webinar, Riga Business School presented the learning platform LIFT, which offers practical courses on a wide variety of current topics that affect companies today. The offered course topics include digital marketing, artificial intelligence for business growth, presentation skills, project management, and more. Thanks to support from the EU Recovery Fund, companies can receive full financial support for any course, meaning they only need to pay the VAT part. Read more here.

Digitalization is often a decisive factor in determining a company’s long-term competitiveness. An aesthetically appealing appearance, modern and engaging communication with audiences, and efficient management of internal processes are vital aspects that cannot be neglected when thinking about business growth. Organizations that provide growth opportunities are interested in cooperating with the non-governmental sector and social enterprises, so that they can also reflect social responsibility in their public communication.

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The event was organized within the framework of the DO Impact project, co-financed by the European Union.