Resetting public service delivery: The power of social enterprise at scale

Public services today face high demand, limited budgets, and deep social challenges. We see it daily in the work we do at Stone King as a large part of our work is in the social impact space advising public sector clients and those providing services to the public sector (such as social enterprises, charities and other not for profits and faith-based organisations and mission driven organisations). 

Across the UK and beyond, the data is clear that social enterprises have proven themselves to be nimble and agile community-rooted ‘problem solvers’ delivering real and valuable and lasting social impact. But scaling their impact requires the right systems too, not just innovation. 

In January 2026, E3M published its latest report “Scaling social enterprise innovation in public services”, examining what work, and what still needs to change, to embed these mission-driven organisations into public service delivery. It is well worth a read. 

Successful scaling essentially hinges on the alignment of flexible markets, long-term financing, sustainable business models, and meaningful impact measurement. We would argue that the shift from procurement to partnership is also central too, as social enterprises thrive when they co-design and co-deliver solutions. 

There is so much scope for central, local and devolved governments to reset how our public services are commissioned and delivered (particularly people focused services). 

I know I have already made a New Year's wish, but I am going to be greedy - what I hope we can achieve this year (the year of the horse which is about energy, freedom, speed and ambition!) is more local innovation and public-social partnerships that reduce bureaucratic risks, and can attract blended finance and for scaling that allows social enterprises to reinvest and reinvigorate public services in ways that some traditional providers often can’t.

Someone the other day mentioned the word “pilotisis”. Oh yes! While pilots can be helpful, I also think that we need to put our money where our mouth is and invest beyond the pilot – scaling demands patient capital, flexible finance tailored to longer term horizons. We need an application of the procurement rules that reward public value, not just lowest bids– un-localing innovation based partnerships.  That in turn needs systemic change including leadership development and real system change,  Much to do, but oh what could be achieved…!

As the E3M report shows, the path from bold idea in one town to trusted model in many lies through deeper partnerships, smarter funding, and stronger capability.