For the consumer, of course, it is of primary importance that the consumer’s problem is solved in the quickest and most efficient way possible. And identifying this way, among other things, includes the need to evaluate one’s activities: the emergence of in-demand goods and services is based on the needs of the target audience. Actively working with consumers to identify their “pains” and requests and creating new goods and services based on them is the driving force of social entrepreneurship development.

Large businesses and the non-profit sector are actively using assessment and have had notable success in doing so. This is dictated primarily by the need to publish regular public reports and meet performance standards.

The published reports on the impact of business and NGOs are of sufficient volume already to allow numerous studies and competitions. For example, the best NGO annual reports are selected annually as part of the “Point of Reference” competition of the Donors Forum, and the Institute for Emerging Market Studies at the Skolkovo Business School released the “Gold Standard” of impact assessment in 2021 – a collection of cases and practices for measuring the social and environmental impact of business.

When it comes to business, there are a large number of methodological approaches that can be used to assess various aspects of its social impact. It is worth noting the four main methods that have the highest potential for application in the corporate context: “Theory of Change,” the Business for Societal Impact (B4SI) model, formerly known as the London Benchmarking Group, the Social Return on Investment (SROI) model, and the Impact Management Project.

The situation is different in the sector of social entrepreneurship: only a small proportion of entrepreneurs are engaged in assessing the social effect of their activities. First, because existing approaches to impact assessment in the business community are too complex and resource-intensive for social entrepreneurs, and there is no universal assessment standard for their business. Second, few SE leaders see the point and benefit of this action. More often than not, social business grows from the enthusiasm of its founders, who build it up against all odds, using their own resources and blazing with the desire to “commit good.” The purpose of such a business is to address a specific social problem. This begs the question: Why measure anything at all? The business somehow works, the problem is somehow solved. The team is focused on addressing operational tasks, and has no time or resources for analysis and refection.

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