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How do social entrepreneurs engage in ‘systemic change which transforms the architecture of how things work’(Young, 2006: 71)? Some social entrepreneurs aspire to ‘change the system’–or even ‘work ourselves out of business’–by altering the patterns and structures of their organizational fields. 1 Yet, field-level change is notoriously hard to do (Garud et al., 2002), even for powerful, well-resourced actors (DiMaggio, 1988) under the right conditions (Dorado, 2005). Social entrepreneurs tend to have none or few of these advantages. Social entrepreneurs tend to be non-dominant actors (Mair and Marti, 2009) who select inhospitable environments (Austin et al., 2006) where market or government failures result in social or environmental need (Zahra et al., 2009). Even the largest social enterprises with evidence of impact are modest in scale next to the problems they try to address (Bradach and Grindle, 2014 …