ABSTRACT
This chapter examines how social entrepreneurs might restructure their businesses to meet the demands of growth as they move beyond an initial, founder-centric business model. The World Toilet Organization (WTO), an innovative, Singapore-based social enterprise focusing on sanitation-related issues, provides a compelling context for exploring the challenges faced by social entrepreneurs as they manage the issues of business model innovation and organizational design. The chapter results to relate how early-stage social enterprises might start to develop greater structure and a more-focused strategy in order to multiply their social impact. The author presents a case study of the WTO and its attempts to reorganize itself in order to create greater social impact by the barriers and constraints surrounding the growth and development of a social enterprise. To highlight this gap between the needs of social enterprises and potential shortcomings in their practical operation, it is necessary to look to the literature on business models and business model innovation.
