Introduction
In today’s rapidly changing social, ecological, and economic landscape, Social Enterprises (SEs) and Social Enterprise Support Organisations (SESOs) face the dual challenge of creating social impact while keeping pace with technological change. Digitalisation has emerged as a key enabler to strengthen organisational efficiency, resilience, and innovation. However, understanding how SEs and SESOs across Europe engage with digital tools, adopt new practices, and build digital skills has remained fragmented—until now.
The DiGi-SEII Project (Digital Scaling for Social Enterprises: Empowering Impact and Innovation) seeks to bridge this gap. By mapping digital practices and assessing skills needs, the project provides evidence-based recommendations that help social organisations navigate digital transformation in ways that are mission-aligned, inclusive, and sustainable. The first report, “Overview of Existing Knowledge”, presents a comprehensive synthesis of current research and practice across Europe.
Digital Maturity and Practices
The report reveals significant diversity in digital maturity among SEs and SESOs. Some organisations have embedded digital technologies into strategic planning and day-to-day operations, while others rely on fragmented, ad hoc tools. This divergence is influenced by factors including organisational size, type of services, staff capacity, and national policy frameworks.
Across countries, three broad patterns emerge:
- Advanced Digital Integration – A small subset of SEs and SESOs deploy data-driven strategies, automation, and integrated platforms.
- Intermediate Digital Adoption – Many organisations use a combination of digital tools but lack coherent strategy or alignment with mission objectives.
- Basic or Ad Hoc Usage – Several SEs adopt tools sporadically, often dependent on individual initiatives, with minimal organisational alignment.
Tools and Skills in Use
The report categorises digital tools into operational, collaboration, communication, and strategic management categories. While SEs increasingly use basic digital tools (e.g., cloud-based communication platforms, social media for outreach), gaps exist in areas such as:
- Data collection and analytics
- Customer relationship management (CRM)
- AI-supported processes
- Digital strategy formulation
Barriers and Challenges
Digital adoption is constrained by a range of internal and external factors:
- Limited resources – Time, budget, and staff capacity often restrict experimentation and adoption.
- Fragmented training offers – Existing courses are often too general, lacking alignment with the specific operational realities of SEs and SESOs.
- Cultural and organisational factors – Resistance to change, weak digital culture, and unclear roles slow the adoption process.
Strategic Recommendations
To foster meaningful digital transformation, the report outlines several key levers:
- Tailored Training – Learning paths should be contextualised to organisational maturity and capacity.
- Hands-On Operational Support – Embedding learning in real-world projects enhances adoption.
- Resource Pooling – Networks and partnerships can facilitate access to shared tools and expertise.
- Sustained Funding – Long-term financial support is crucial for maintaining digital innovation.
- Interface Roles – Staff who bridge social mission and technology are essential to successful adoption.
Implications for Practitioners and Policymakers
For practitioners, this report offers actionable insights to develop coherent digital strategies and invest in skills that enhance impact. For policymakers, it highlights the need for adapted funding schemes, training programs, and network support to accelerate digitalisation in the social economy.
Conclusion
Digitalisation is more than a technical upgrade; it is a transformative process that can enable SEs and SESOs to better fulfil their missions, increase operational efficiency, and innovate in response to societal challenges. The DiGi-SEII Project’s first report provides a robust foundation for understanding digital trends, assessing organisational maturity, and planning strategic interventions across Europe.
Co-funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the EUROPEAN INNOVATION COUNCIL AND SMES EXECUTIVE AGENCY (EISMEA). Neither the European Union nor EISMEA can be held responsible for them.
