Ecosystem builders - like CodeBase in the UK - play a critical role in fostering startup success, connecting entrepreneurs to resources, networks, and opportunities. At the SWITCH conference, I spoke with ecosystem builders from Singapore, Malaysia, Japan, and Taiwan to better understand their strategies and compare them to the UK. While there are plenty of similarities between countries, the differences offer valuable lessons for how we might refine and expand our approaches at home.
Similarities: A Shared Focus on Community and Mentorship
Across the board, ecosystem builders in Asia prioritise community and mentorship, echoing many of the initiatives we’ve championed in the UK. In Singapore, this focus is particularly pronounced. Successful founders are encouraged to give back through structured mentorship programmes. This mirrors efforts like Techscaler in Scotland, where experienced entrepreneurs share insights with those just starting out.
Similarly, Malaysia employs best practices to cultivate partnerships, support product testing, and help startups achieve Product/Market Fit (PMF) - familiar goals to those of us in the UK startup ecosystem. Taiwan’s early-stage challenges also struck a chord. Founders there often grapple with pitching skills and next-step navigation, problems we frequently encounter in early-stage startups in Scotland.
Learning from Mistakes
An intriguing parallel is how ecosystems in both Singapore and the UK treat failure as an opportunity to learn. Gabrielle Tan from Singapore Management University described how their entrepreneurial training involves students evaluating hundreds of pitch decks in their first year, analysing what works and what doesn’t. This aligns with our efforts to normalise failure as part of growth, a lesson reinforced through programmes like Techscaler, where founders learn by dissecting real-world successes and failures.
Differences: A Regional Lens on Global Challenges
Despite these similarities, several differences highlight the unique strengths and approaches of Asian ecosystems.
Singapore's ecosystem is deeply outward-looking, a necessity given the country's small domestic market. Local startups are encouraged to engage in immersion programmes, spending time in international startups to gain global perspectives and build networks. This “global-first mindset” is a striking contrast to the UK, where many startups initially focus on scaling nationally before eyeing international opportunities.
Singapore also emphasises partnerships for foreign founders. A recurring piece of advice I heard was: immersing yourself in local collaborations is key to success.
Breaking into Japan’s market presents unique challenges, particularly around language and cultural nuances. Having a local partner is not just a recommendation but a necessity for startups to navigate the market effectively. This underscores the importance of cultural adaptability and localisation - skills that the UK might prioritise more when supporting founders targeting non-English-speaking regions.
Singapore’s entrepreneurial education is notably hands-on. The Singapore Management University’s approach to training entrepreneurs, evaluating startups before building their own, stood out as an excellent model. This proactive exposure to startup fundamentals builds a foundation of critical thinking and risk assessment early on. While the UK has made strides in entrepreneurial education, integrating more real-world startup analysis into academia could strengthen our talent pipeline.
Key Takeaways for the UK Ecosystem
- Adopt a Global-First Mindset: Singapore’s focus on immersing local founders in international ecosystems is a lesson in thinking big from the start. Encouraging UK startups to engage with international markets early could open doors to untapped opportunities.
- Strengthen Cultural Fluency: Japan’s challenges highlight the need for tailored support when entering diverse markets. UK startups could benefit from initiatives that pair founders with cultural and linguistic experts to smooth their entry into foreign markets.
- Learn from Failure at Scale: Singapore’s approach to entrepreneurial training, learning by analysing failures at scale, is something we could expand upon. By exposing more founders to the mechanics of startup success and failure early on, we can accelerate their learning curve.
- Foster More Immersive Partnerships: Building on the collaborative focus we’ve seen in Malaysia and Singapore, the UK could create more opportunities for founders to work directly within international ecosystems, learning and sharing best practices.
Conclusion
The UK’s startup ecosystem has much to gain from the insights of Asian ecosystem builders. By embracing global-first strategies, improving cultural fluency, and expanding practical entrepreneurial training, we can continue to refine our ecosystem and ensure UK startups are prepared for both local and international success.
As these conversations at SWITCH revealed, ecosystems are only as strong as the communities they nurture. Whether in Singapore, Scotland, or beyond, the emphasis on collaboration, mentorship, and learning from failure remains universal - and continues to drive innovation forward.
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