This concluding chapter synthesises the empirical insights and conceptual frameworks explored throughout the book, offering a strategic vision for advancing social innovation in Malaysia. Anchored in the Quadruple Helix Model (QHM), the chapter highlights the distinct yet complementary roles of government, academia, industry, and society in driving socially responsive innovation. Drawing on a range of Malaysian case studies—from grassroots initiatives and university living labs to public research institutes and corporate incubators—it presents a typology of three institutional models of social innovation: grassroots-led, research-based spin-offs, and corporate-led ventures. The chapter identifies key structural barriers impeding systemic collaboration, including fragmented ecosystems, asymmetries in resources, institutional rigidities, and limited continuity mechanisms. To address these challenges, it proposes three strategic pathways—establishing innovation intermediaries, developing shared innovation platforms, and aligning cross-sector incentives—supported by four enabling thrusts: flexible funding, adaptive policy tools, capacity-building, and open data systems. The chapter closes with theoretical reflections and calls for a whole-of-society innovation system, urging stakeholders to move beyond siloed interventions towards collaborative, inclusive, and institutionalised innovation for public value creation.