By sharing information and working with each other, businesses in the sector can make good use of what they have collectively learned
By Corinne McPartland
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Knowledge harvesting. Fishbowl conversations. After-action reviews. No, these are not phrases from some new science-based religious sect. They are knowledge management tools, which help capture best business practice information to share with others.
"Knowledge management is the idea that by sharing information and working together social enterprises can make good use of what they collectively know about running their businesses," explains information management consultant John Davies.
His company, TFPL Intelligent Resources, recently worked with the Social Enterprise Coalition to develop the national knowledge management programme, funded by government agency Capacity builders.
"The programme has essentially been created to improve social enterprise business support by promoting the value of sharing business information and best practice through the sector," says Davies.
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Social enterprises, like any businesses, need the right support. But because they place a social or environmental mission at the heart of their work, mainstream business support cannot always meet their specific needs. This is why knowledge management and the sharing of ideas and information is so important – especially if the sector is to continue growing.
Coin Street Community Builders (CSCB), which has transformed a largely derelict 13 acre site on London's South Bank into a thriving mixed use neighbourhood, has taken the idea of knowledge sharing to its heart.
The development trust regularly hosts "shared experience masterclasses", in which other social enterprises can learn about the CSCB business model. "Our last masterclass drew on the expertise of world leading construction experts from Davis Langdon, and Nathaniel Lichfield & Partners and provided a unique overview of the design, planning and development process to a wide range of community groups," reveals Louise King, director of communication and information at CSCB.
And because of the success of the masterclasses, King adds, "we are planning a series of peer learning events for our client groups to encourage them to learn from each and foster a sense of mutuality."
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And the knowledge sharing doesn't stop there. CSCB also has a consultancy team, which focuses on supporting ambitious local social enterprises and community groups to acquire or develop land in the surrounding area.
"As a community-based organisation and a founder member of the Development Trusts Association, we believe in sharing our experiences so everyone benefits," says King.
As soon as you start to scratch the surface, you begin to see just how many social enterprises are sharing their knowledge in order to grow the sector. It perhaps defines what being a social enterprise is really all about – no matter the industry. Learning from each other, utilising resources effectively, fostering innovation, and improving customer satisfaction.
Turning Point, which specialises in health and social care, has recently produced a good practice guide for social enterprises called Elements of Success. Assistant director Gemma Bruce believes that sharing business information can also be beneficial to your own social enterprise because the learning process is often two-way.
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But is knowledge management sustainable when competition is thrown into the mix?
Social enterprise ambassador Saeeda Ahmed believes that the open source approach, where a social enterprise documents its model and put it out for people to use, has become redundant due to the economic climate.
"With tighter funding, lots of social enterprises are having to really go head-to-head to win contracts. I feel that many organisations are keeping their cards a lot closer to their chest," stresses Ahmed, who also runs community regeneration company Trescom.
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It could be argued, however, that slimmer budgets are actually providing opportunities for many social enterprises to collaborate for tenders and go up against larger private companies. Clare Mahdiyone, who is the programme manager at the Social Enterprise Centre (SEC) in Gloucestershire, thinks collaborating is also easier for businesses that share the same values. SEC is currently running a tailored knowledge sharing programme for existing social enterprises across the county who wish to improve their business planning skills in preparation for cuts to funding.
"The SEC ran a similar opportunity earlier this year. The feedback was overwhelming with every organisation in attendance recognising the value of business planning skills in the current economic climate," says Mahdiyone.
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You get the sense that whatever the case, whether the complete open source approach to knowledge management or the closely guarded business plans of those with particular intellectual property issues, one thing remains the same: by working together, social enterprises can make good use of what they collectively know, to expand not only their businesses but the sector as a whole.