This study aims to analyse the models of social entrepreneurship that Muhammad Yunus and Bill Drayton have initiated and their applicability in the Malaysian context. Yunus's social business concept emphasises the ‘non-loss, non-dividend’ approach to creating financial viability while solving social problems. On the other hand, Drayton's approach focuses on specific social entrepreneurs, the uniqueness of which is stressed as a source of new ideas and social change through mentoring, financing, and networking. Although both frameworks have the same goal of creating social change, their approaches are quite different; Yunus focuses on creating sustainable social businesses, whereas Drayton focuses on people as the changemakers. In Malaysia, the social enterprise ecosystem has adopted some aspects of the Yunus and Drayton strategies but has implemented them in the local setting. There is a big difference between the two models’ financial sustainability approaches. The Yunus model is a complete financial sustainability model, while Malaysian social enterprises can be partially sustainable economically. At stage three, these enterprises must have at least 51% of their revenue coming from their operations to be considered fully accredited and sustain themselves financially, which is optional. However, the Malaysian model is also similar to Drayton's model in that it is silent on dividend payment, which means that profit distribution to investors is not required. On the other hand, the focus is on ploughing back the profits to the enterprise to enhance the social purpose of the enterprise. This model ensures that the resources are well directed towards social causes. At the same time, it aligns with the visions of Yunus and Drayton but is suitable for Malaysian social enterprises. This study also highlights the need for the globalisation of the concepts of social entrepreneurship to be made relevant to the conditions of the specific environment.