Reflections from the 2026 Kings E-Lab Social Venture Residential: A Three-Day Journey That Shaped My Thinking
Written by Mendos Fidelis
Reflecting on the three-day Kings E-Lab Social Venture Residential, I have come to deeply appreciate how critical structured interaction and intentional dialogue are to shaping ideas, sharpening judgment, and expanding perspective. The experience reinforced a fundamental insight: meaningful progress in entrepreneurship, particularly social entrepreneurship, rarely occurs in isolation. Rather, it emerges through deliberate engagement, critical exchange, and exposure to diverse ways of thinking.
One of the most valuable lessons from the programme was the imperative of engaging with two distinct sets of people. First, those whose interests align closely with yours. These individuals help refine your thinking, share practical insights, and illuminate blind spots through the lens of their own experiences. Second, and just as important, are those whose interests do not necessarily align with yours, but who are able to offer constructive criticism. They challenge assumptions, test logic, and help balance enthusiasm with realism. This is the true value of cross-functional teams, and the E-Lab created the right environment for this to happen.
Participants were grouped based on their interest in addressing specific challenges linked to the United Nations Sustainable Development Goals and their associated targets. Within these groups, social venture ideas were developed collaboratively and presented to a diverse audience with varied disciplinary, professional, and cultural backgrounds. The feedback process was rigorous, honest, and immensely valuable. It required us to interrogate our assumptions, strengthen our arguments, and think more systemically about impact, feasibility, and sustainability. Ideas were not merely applauded for their intentions but were examined for their internal logic, scalability, and real-world constraints.
One particularly thought-provoking issue that we examined in depth was business sustainability, specifically the question of whether social ventures should pursue profit. I strongly believe that profit is essential for growth and long-term development. In the context of social entrepreneurship, however, profit is not the end goal. It is a means to create impact, transform lives, and address complex social challenges in a sustainable way. Whether a business pursues profit as a means or as an end is a strategic decision that must be defined from the outset. This raises an important question: how can one tell whether a business is genuinely socially driven? In the absence of external validation, the answer lies primarily with the entrepreneur. A socially driven venture reflects its values in its strategy, operating model, and decision-making priorities. Intent becomes visible through consistency between stated purpose and actual practice.
Another major theme of the programme was the strategic role of storytelling in entrepreneurship. Storytelling is not optional; it is a core strategic tool. For a social venture to thrive, outcomes such as idea legitimisation, institutionalisation, and long-term preservation are critical. A compelling narrative plays a central role in validating ideas, mobilising support, and shaping perception. Social ventures often do transformative work, but if they fail to tell their stories effectively, misleading or superficial narratives can dominate the space and become accepted as the norm. Learning how to articulate value, impact, and intent clearly is therefore as important as building the solution itself. A strong narrative aligns stakeholders, attracts resources, and protects the integrity of the venture’s mission.
Systems mapping was another critical aspect of the entrepreneurial thinking explored during the residential. This approach helped us understand cause-and-effect relationships within a defined system boundary. By examining how different elements of a system interact, it becomes possible to identify root causes rather than symptoms. This way of thinking connects the dots between the starting point of a problem, and the leverage points a social venture can realistically exploit. Within this framework, the value proposition emerges as a critical metric. It is the source of satisfaction for beneficiaries, customers, or investors and the driver of continued engagement, patronage, or support.
A major intellectual anchor of the programme was our exploration of alternative perspectives on entrepreneurship, particularly through the work of William Baumol. Baumol distinguishes between productive entrepreneurship, which creates new wealth and value; unproductive entrepreneurship, which redistributes value without creating new wealth; and exploitative forms of entrepreneurship. This framework sparked intense debate, especially around the question of whether exploitative entrepreneurship can ever be justified. I align with the school of thought that how profit is made or wealth is created is a fundamental moral consideration for entrepreneurs acting in the interest of society. Exploitation cannot be justified, even when those being exploited appear grateful for the opportunity, loyal to the system, or willing to choose it repeatedly. When the rules of the game remove genuine freedom of choice, consent becomes an act of survival rather than agency. Choices are unevenly distributed, and for many people, alternatives are gradually eliminated until agreement becomes the only viable option. Exploitative systems are deeply embedded in everyday life, yet they often go unchallenged. This discussion served as a powerful reminder of the ethical responsibility entrepreneurs carry.
During the social venture ideation and presentation segment, my team presented a subsidisation-based business model aligned with Sustainable Development Goal 7.1, which focuses on ensuring access to modern, clean, and affordable energy. The model delivers services to paying customers while using generated revenue to subsidise access and fund impact projects for underserved communities. From the outset, we deliberately explored “what-if” scenarios to identify risks, stress-test assumptions, and challenge our own optimism. This disciplined approach strengthened the idea and reinforced the importance of designing ventures that balance impact with operational and financial sustainability.
It was a fulfilling three days that set the stage for deeper exploration of entrepreneurship and its many possibilities. I am deeply grateful to my team members, Nelson Elijah, Sandra Tusin, and Boitshepho Ivy Marakalala, as well as to King’s E-Lab, the Mastercard Foundation, University of Cambridge, the Cambridge Social Ventures team and all stakeholders who made this residential a success. The King’s E-Lab Social Venture Residential is an experience I would highly recommend to anyone seeking fresh perspectives and the discipline required to transform an idea into an implementable and ethically grounded social venture.
Mendos Fidelis has over seven years of experience spanning the education, banking, and manufacturing sectors - particularly cement and beverage manufacturing. He holds a degree in Industrial Chemistry and is currently pursuing an MPhil in Advanced Materials for the Energy Transition at the University of Cambridge. Curious and versatile by nature, he enjoys trying new things and has developed a broad skill set, including an interest in entrepreneurship. He believes that today’s innovators must confront a critical question as the world shifts toward renewable energy in pursuit of a sustainable future: Why does Matter matter? Through this lens, he sees innovation as a pathway to creating balanced and sustainable impact. He is especially passionate about battery technologies and carbon-capture solutions, both essential technologies for the global energy transition.