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This research on a Social and Solidarity Enterprise aims to identify the innovation of the Business Model (BM) of a Social Restaurant, its transformations during the health crisis and the factors that have slowed down or facilitated them. A BM analysis canvas with 4 dimensions is created to account for the social mission and the non-profit nature of the RS: 1) the mission/governance/structure, 2) the value proposition, 3) the value chain and 4), the financial equilibrium model. The life stories of members of the management team reveal a capacity for disruption developed since the creation, which promotes double loop learning and adaptive innovation in the 4 areas of the BM during the crisis period. The BM is changing but is resisting the scale of the transformations carried out by the RS to deploy its mission during strong economic, health and social disruption.