1. Move past the 'desktop calculators' for good: “Measure outcomes, not outputs” was the mantra at this year’s Institute of Social Value Conference, a long-time RealWorth philosophy, signalling a growing recognition of what truly constitutes change. Currently, the market is saturated desktop calculators that simply require a few numbers to generate a headline figure. But what does that number actually mean? In 2026, we need to reposition towards high-quality, expert-led evaluation, including transparent assumptions, thorough data collection, and qualitative insights.

2. Social value as a decision tool, not a marketing strategy: 2025 saw ‘social value’ go mainstream, with countless reports showcasing impressive impact figures. But growing scepticism around “social-washing” highlights the limitations of using social value purely as a marketing tool. When coupled with meaningful insights, a recognition of negative outcomes, and actionable recommendations, social value reporting can inform decisions, driving long-term benefits rather than just producing a headline number. Real-time, learning-oriented impact assessment will be key to this transition, allowing organisations to track progress continuously and adapt their approaches based on what actually works.

3. Trust the experts: The entry of large, multidisciplinary companies into the social value space was inevitable. However, social impact is a nuanced discipline, requiring expert levels of research, data collection, analysis, and methodological rigour. Institutions like RealWorth , Envoy Partnership, and CHY Consultancy bring decades of experience in this area. Working with specialist consultancies ensures that social value work is credible, high-quality, and genuinely transformative.

4. Mainstreaming social value across sectors: While social value has traditionally been applied in procurement, construction and the third sector, it is increasingly considered by everyday ‘high street’ organisations—such as food markets, accommodation providers, co-working spaces and financial institutions (as we've seen with our clients such as The Social Hub (B Corp™), KERB, and Building Societies Association). Customers, particularly younger generations, are increasingly making choices based on an organisation’s community impact, encouraging businesses to demonstrate tangible social contributions. Sector-specific frameworks, such as the Social Value of Creative Industries Framework we are developing with the University of Liverpool and MusicFutures , will guide this expansion, helping organisations translate their activities into meaningful societal outcomes.

5. From ‘Social Value’ to ‘Better Places’: I still don’t think the penny has fully dropped on the true purpose of this work. Too often, “social value” has become a buzzword, reduced to a metric or a checkbox exercise. In fact, I don’t think a 'headline figure' exists – the impact of this work can’t be captured in a single number. The industry is based on the belief that investing in prosocial outcomes isn’t an expense or a trade-off – it generates societal returns that outweigh the initial investment, benefiting everyone while genuinely improving people’s lives. Achieving this requires a shift in both language and understanding: it’s not just about the “social value generated,” but about the places transformed, the programmes delivered, and the real differences made in people’s lives. Seen this way, social value becomes more than jargon – it’s a shared vision of stronger, more connected communities.

6. Social value services are more than just impact measurement: Building on the above, social value consultancy is often understood as measurement services alone —simply quantifying the outcomes of activities organisations are already delivering. Many companies already generate meaningful social benefit, and reporting on these outcomes is useful. Even greater impact is possible when measurement is paired with strategic insight: shaping programmes, strengthening delivery, developing staff skills, and engaging stakeholders more deeply. By taking this approach, organisations and their partners can actively further grow their impact, creating tangible, lasting benefits for communities and ensuring these efforts reach their full potential.