How supporting social enterprises develops corporate talent

Social enterprises around the world have gained momentum over the past decade, becoming a driving force for improving livelihoods, creating jobs, and designing innovative solutions for the planet. Yet despite their impact, it's estimated that there are more than 10 million social enterprises globally facing a $1.1 trillion funding gap¹.  

Funding alone, however, is not enough. To grow, sustain their businesses, and reach more people, social entrepreneurs also need non-financial resources like expertise, networks, and tools that many corporates already have at hand. 

In 2018 IKEA Social Entrepreneurship B.V was founded with the aim to contribute to narrowing the funding gap and sharing our knowledge and experience. Over the past eight years, we've co-created accelerator programmes with partners around the world and supported over 250 social enterprises across 38 countries.  

A key component of each accelerator programme is what we call co-worker engagement, where IKEA co-workers are matched with social enterprises to support their scaling journey.  Now, we’re pleased to share that over 500 IKEA co-workers have supported the social enterprises in our accelerator programmes, through 700 engagement opportunities. 

These opportunities take the form of mentorship, coaching, group sessions facilitation, and strategic guidance— structured knowledge exchange that supports social enterprises in sharpening and executing their strategies, while IKEA co-workers expand their leadership, awareness, and innovation capacity.  

As Tina Molund and Vanessa de Oliveira, who lead co-worker engagement at IKEA Social Entrepreneurship, put it, this work is about mutual growth. Social entrepreneurs get access to knowledge and networks that fuel their business, while IKEA co-workers gain new skills, insights, and a deeper connection to IKEA's values.  

Why social entrepreneurs need more than funding  

For many social enterprises, the greatest value comes not from a grant, but from a conversation that challenges their thinking or a connection that opens doors. Carlos Ferrer, founder of Desplastifícate, shared after participating in the Mexico Accelerator Programme (MAP):  

"The best part of the MAP is to have contact with experts on finance, structure, communication and to be able to share with them our ideas and plans to receive feedback. With that feedback, we could notice that there was a 'before' and 'after' in our plan. It was a big improvement."  

Every enterprise's needs are different, from leadership coaching to technical expertise in supply chains or marketing. That's why matchmaking is key: connecting the right co-worker with the right enterprise, and ensuring the support is tailored to their stage of growth. 

Develop skills and increase retention and engagement   

What's striking is that these engagements not only benefit the social entrepreneurs. They also develop corporate co-workers in different ways.  

• Leadership growth: Co-workers practice listening, coaching, and mentoring in a real-world setting, often outside their comfort zones.  
• Confidence and well-being: Supporting others strengthens co-workers' sense of purpose and resilience.  
• Exposure to new contexts: Engaging with entrepreneurs in other regions broadens cultural intelligence and global awareness.  

Joanna Cymbalista, Project Engineering Manager at IKEA and participant in the Dela IV programme, described it this way: “I learned how to be a better manager, a better leader, and how to look holistically for what is important for the business. I will be always super grateful.” 

The data backs this up. A global study² found that employees who engage in skills-based volunteering are:  

• 52% less likely to leave their company  
• Up to 13% more productive  
• Vastly more satisfied at work  

In other words: supporting social entrepreneurs is not just good for society, it's good for business. 

Many IKEA co-workers also say the experience strengthens their pride in working at IKEA. It reconnects them with our vision — "to create a better everyday life for the many people" — and allows them to live IKEA values in a very tangible way.  

Fredrika Inger, Managing Director, IKEA of Sweden, reflects:  
"To reach the IKEA vision of a better everyday life for the many people, we need more people and businesses to join the journey. I hope to contribute with my knowledge and experience of developing business and people for a good purpose. And I'm super curious to learn something new, discuss, and co-create solutions together."

Expanding market understanding and sparking innovation  

Sometimes the match itself leads to surprising insights.  

Imagine a co-worker from Malaysia, based in Sweden, supporting a social enterprise in Mexico. The exchange goes far beyond technical advice: it's a window into new markets, cultural contexts, and emerging solutions.  

Co-workers often return inspired, seeing familiar challenges in a new light as Björn Block, Digital Manager, IKEA of Sweden, recalls:  
"This experience was great. A good pause from daily business, but also so relevant for IKEA and for our challenges going forward. A real win-win for IKEA and for the social entrepreneurs. Learning more about these initiatives enables us to see new opportunities." 

These insights are not theoretical. They often feed directly back into IKEA's own innovation pipeline, helping teams anticipate future challenges and opportunities. 

Increased awareness of global challenges  

Working alongside social entrepreneurs also sharpens co-workers' awareness of sustainability and social issues.   

Christian Bugge, Marketing and PR Manager at IKEA Mexico, described his experience supporting La Mano del Mono:  
"For me, it was mind-blowing to learn about the complexities they face when working with natural reserves. They need to engage a different group of stakeholders and must work through and convince them using various channels, processes, and personalities. Understanding the context and considering how I can support them helps expand my perspective."  

This deeper understanding strengthens not only individual co-workers but also IKEA's overall commitment to its sustainability strategy.  

Building an ecosystem for social impact  

No single company can provide all the resources social entrepreneurs need. That's why ecosystem collaboration is essential. 

We're committed to continuing to share learnings with other corporates and stakeholders, contributing to a broader movement to create the conditions for social enterprises to thrive.  

Vanessa sums it up: "This isn't pro bono work in the traditional sense. We don't work 'for' social entrepreneurs, we work 'with' them. It's about creating mutual value and building an ecosystem where social innovation can flourish."  

And this is only the beginning. As social enterprises continue to grow, corporates have an opportunity and responsibility to support them not just with funding, but with skills, networks, and humility.  

We've seen how much both sides stand to gain. And we invite others to join us. 

Five ways companies can start co-worker engagement  

For companies curious to try a similar approach, here are five takeaways from our experience:  

1. Design around needs. Let social entrepreneurs define the support they need.  
2. Invest in matchmaking. Go beyond skills and consider leadership style, culture, time zones, and even chemistry.  
3. Provide structure. Onboarding, clear expectations, and ongoing check-ins sustain engagement.  
4. Frame as mutual learning. Position it as an exchange, not a charity. Both sides bring value.  
5. Share stories internally. Celebrate co-worker contributions to build pride and inspire more participation.  

¹ Source: [European Venture Philanthropy Association]  

² Source: [CECP and Deloitte, "The Business Case for Skills-Based Volunteering"]