In the final instalment in this series, social enterprise pioneer Freer Spreckley sets out why accounting for all costs must be a core value – and proposes an update to the social accounting and audit system he first designed in the early 1980s.

Social enterprises are perfectly placed to nurture the rich connections that emerge when people work together for shared benefit – creating this ‘social wealth’ should be embedded within every social enterprise, argues author Freer Spreckley.

Social enterprise has drifted too far from its roots, says pioneer of the movement Freer Spreckley, who calls for a return to six core principles. In part four of an exclusive series: why regenerative eco-action must guide every decision.

Social enterprises can survive social or environmental ‘bankruptcy’ – but run out of cash, and they cease trading. Financial viability means more than a healthy profit, though: it’s also the key to a better way of doing business.

The notion of social enterprise has drifted far from its roots, says author and pioneer of the movement Freer Spreckley. How to return to core principles? By choosing democratic governance, even if it feels radical. Part two in our exclusive series.

Social enterprise has drifted too far from its roots, says Freer Spreckley. In our exclusive serialisation of his latest book, the social enterprise pioneer sets out six key principles that he believes should define social enterprise. First: common ownership.

The CIC (Community Interest Company) is a great example of a social enterprise model. Here’s the problem.