Since 2018, IKEA Social Entrepreneurship B.V has supported over 250 social enterprises in 38 countries to scale their business and impact in areas like circularity, inclusive employment, and inclusive agriculture and food. As part of our co-created accelerator programmes, IKEA co-workers are matched with social enterprises to support their scaling journey.
we sat down with Tina Molund and Vanessa de Oliveira, who design and manage the matchmaking process to learn more about what co-worker engagement means, why it matters, and what others can learn from it.
What exactly is co-worker engagement?
Vanessa: It’s any non-financial support that IKEA co-workers provide to social entrepreneurs. That might be structured mentorship, coaching, or acting as a thought partner. But it can also mean practical support behind the scenes, like helping us set up an accelerator in a new country. All of it is valuable.
Tina: And it’s never one-way. Co-workers bring their learning back into IKEA, whether it’s new approaches to leadership, innovation, or collaboration. It helps IKEA become more inclusive and future ready.
— Björn Block, Digital Manager, IKEA of Sweden, Dela Programme participant
What are the different ways co-workers support social enterprises or engage with our work?
Vanessa: Our approach is flexible, but it is always based on the needs of the social enterprise. There are different roles that co-workers take, depending on what’s needed:
“Joining the I-SEA programme, co-created by IKEA Social Entrepreneurship and Instellar, has been the best experience for Duitin. It gave us tailored mentorship and an international network.”
— Adijoyo Prakoso, Co-Founder & COO of Duitin, a social enterprise in Indonesia supported by the I-SEA programme
Why this goes beyond CSR and make makes this approach unique
CSR (Corporate Social Responsibility) is often about giving back through donations, volunteering days, or one-off initiatives. This is different.
Vanessa: That shift in mindset changes everything. Social entrepreneurs are developing solutions that drive systemic change, like new business models, new policies, or shifts in how communities work. They often don’t just want money; they want partners who can challenge them, share expertise, and open doors. Other companies might frame this as “pro bono consulting.” We don’t. It’s not about doing work for someone, but working with them.
Tina: And IKEA learns in return. Our co-workers show up as humble and curious. They’re generous with their skills, but they also come ready to learn. That’s very IKEA.
We’re exposed to innovative, resourceful ways of working that can inspire change inside our own company. That’s what makes it unique and transformative for both sides.
So, how do you find the “perfect match”?
Vanessa: We always begin with the enterprise’s needs. Then we look at the skills and leadership style of our co-workers, and even practical details like time zone or language preferences.
Tina: Strategic mindset and confidence are especially valuable. But chemistry matters too. Sometimes a match looks perfect on paper but doesn’t click in practice — and sometimes unexpected pairings turn out to be the most rewarding.
Vanessa (laughing): We’re basically matchmakers. That’s my job title from now on!
What makes these relationships work?
Tina: Start with clarity. Define roles, goals, and frequency of contact. And don’t skip the human part! Share your stories and build a connection before jumping into business.
Vanessa: A basic understanding of IKEA Social Entrepreneurship and the accelerator context is also vital. If people don’t understand the bigger picture, the collaboration risks losing focus.
Some engagements last weeks; others, a full year. So how do you keep energy high?
Vanessa: Clear onboarding is crucial, where we share the goals, structure, and expectations right from the start. It makes the purpose tangible.
Tina: Motivation grows when the relationship itself works. Some pairs naturally check in weekly, others find a rhythm of monthly calls. We encourage flexibility, as long as expectations are set early. And when the programme ends, they don’t just walk away. We have closing sessions to reflect, get feedback, and capture lessons learned, which benefits both IKEA and the entrepreneurs.
How does co-worker engagement in social entrepreneurship benefit the business?
For social entrepreneurs, the value is obvious: access to expertise, networks, and advice they couldn’t get otherwise.
But for IKEA, and potentially any company, the benefits are equally powerful:
Vanessa: It’s a win-win. Co-workers feel they’re making a difference, and they return with new energy and skills that benefit IKEA.
Advice for other companies considering starting co-worker engagement
Tina and Vanessa believe more corporates should step into this space. Here’s their advice for anyone considering it:
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Be intentional in matching. Don’t just volunteer whoever is available, but think carefully about expertise, mindset, and even chemistry.
A milestone worth celebrating
500 co-workers. 700 engagements. 250 social enterprises. 38 countries.
Behind each number are stories of people learning, collaborating, and building new ways of doing business together.
Tina: We’re proud, of course, but also inspired to keep going. Every programme teaches us something new.
Vanessa: And we hope others are inspired, too. Because when corporates and social enterprises work together — with humility and curiosity — the impact multiplies.
