The third sector needs to reinvent itself based on a logic of social entrepreneurship. Non-profit organisations must take a proactive stance, developing business models that are sustainable, innovative and adaptable to ever-changing realities. The aim must be to achieve operational and financial autonomy, without losing sight of the social mission that defines them.

In this context, good governance is no longer a secondary requirement but a strategic pillar. Funders and partners are looking for solid, well-structured organisations that demonstrate management capacity, transparency, responsibility and measurable impact. Good governance translates into practices and mechanisms that ensure the ethical, efficient and participatory functioning of organisations - from accountability and financial transparency, to strategic planning, risk management and continuous impact assessment.

Each project should be seen as an opportunity to create lasting social value. Whether it's developing youth empowerment tools, promoting financial literacy or introducing digital skills in community contexts, NGOs have a responsibility to innovate, lead and inspire. To do this, they need internal structures capable of sustaining this ambition, with qualified leadership, clear processes and an organisational culture geared towards results and the common good.

Being an entrepreneurial organisation in the third sector doesn't mean abandoning the values of solidarity, but rather reinforcing them with effectiveness, vision and responsibility. Good governance isn't just desirable - it's essential to ensure that the resources available are put to good use, that beneficiaries are respected and that the impact is real and transformative.

Social entrepreneurship is possible, necessary and urgent. And it starts from within: with solid structures, well-defined principles and governance that is equal to the challenges and opportunities of our time.