At Eden Strategy Institute, strategy is never simple — "People often want to pigeonhole us"

"How They See It" is where we delve into the minds of those steering the ships of today’s most dynamic companies. In this instalment, we ask Calvin Chu, Managing Partner of Eden Strategy Institute, about the work he does at the forefront of sustainable transformation. Eden Strategy Institute helps organisations drive impactful social innovation, particularly in emerging markets. He shares a passionate and insightful perspective on the institute’s core mission, its transformative impact on businesses and communities, and why the work they’re doing has never been more critical.

"I first realised that business could be a force for good while standing in a boardroom with executives focused on profit margins. Initially, it felt like speaking a different language, but eventually, I saw something shift in their eyes. They began to understand that driving sustainable change could align with corporate goals and be profitable. This belief — that business can do more than generate wealth for shareholders — is at the core of what we do at Eden Strategy Institute.

The world today faces enormous challenges: we are failing at achieving the Sustainable Development Goals and are off-track for limiting global warming to 1.5 degrees. Companies form some of the largest economic entities on the planet, surpassing even the GDPs of entire countries. Our mission is to help these businesses align themselves to be both economically competitive and powerful agents of global change.

At Eden Strategy Institute, strategy is never simple. People often want to pigeonhole us — to confine us to a narrow sector or focus. But our work spans private, public, and social sectors, and the richness of our approach lies in that breadth. Our strategies are co-created with stakeholders across the ecosystem. For instance, when tackling dementia care in Singapore, we collaborated with sixty organisations — from caregivers to public transport players. Bringing everyone to the table ensures what we craft is something communities genuinely want and need.

The role of business in driving social impact

Collaboration is at the heart of our mission. We started as a cross-subsidy model, consulting for corporations and governments to afford providing pro bono services for non-profits. Through this, we learned that no single entity has all the answers — not businesses, governments, or NGOs. 

Instead, the magic happens when each party brings what they do best to the table. In one project, a global medtech company supplied products, lent management expertise, funded jobs, and supported research. Governments created a conducive policy environment, while non-profits raised community awareness. The value exchange was mutual, with each entity working towards a common vision.

The most challenging part of our work often lies in the nature of the problems we address. Traditional consulting involved classical economic concerns: market size, willingness to pay, competitive landscapes. Consulting for social impact involves all that and more — considering social outcomes, policy levers, community needs, and sustainability frameworks. It requires patience, but it’s invigorating. These constraints push us towards genuine innovation, focusing on essential value enablers.

Play

We had an amazing experience recently with our ModularMaster in Sustainability Programme at the Singapore University of Technology and Design. We brought in fifty experts from around the world to co-teach and speak — people willing to give their time, energy, and knowledge to make a difference. Moments like these remind me of the power of the human spirit, especially when it rallies behind a cause.

I do this because I believe businesses can be an incredible force for good. Many are already moving in that direction through corporate philanthropy, impact investing, or sustainable operations. But often, these initiatives are scattered, diluting their impact. What could elevate the role of business in driving social impact is a shared purpose, a cohesive strategy. Corporate leaders need to clarify their organisation's true purpose, align impact-related activities, and centralise coordination. Social innovation should be embedded in the DNA of every business, not as an add-on but as a core part of strategy.

Pushing boundaries

I often reflect on projects that have had the most profound impact. One that stands out is Eden Strategy Institute's work in healthcare access across Southeast Asia. We partnered with governments, local NGOs, and multinational medtech companies to create an ecosystem that extended far beyond simply supplying medical products. We built capacity within hospitals, ensured local doctors had the skills they needed, and helped governments set up preventative health programmes. The result wasn’t just better access to healthcare — it was an entire system that worked efficiently and effectively for the people it served.

Another area where we’ve seen significant progress is in dementia care in Singapore. The initiative brought together sixty different organisations. The collaboration was challenging, but it emerged as a comprehensive, ecosystem-wide approach that truly addressed the needs of people living with dementia, their families, and communities. It was a powerful reminder that complex social challenges require equally complex, collaborative solutions.

In our work, we also push the boundaries of education innovation. Education is a critical lever for social change, and we believe in nurturing a skilled workforce that contributes meaningfully to the economy. Our initiatives aim to ensure that as markets form, people are equipped to enter the formal economy and become part of the emerging middle class. We collaborate with universities, vocational training institutes, and private sector companies to create relevant and impactful programmes.

How Eden does it

One of the things that sets Eden Strategy Institute apart is our focus on value-based healthcare. We believe healthcare should not just treat illness but improve quality of life. This means looking at healthcare from a broader perspective — one that includes prevention, education, and community support. 

It’s why our projects aim to create systems that are effective and sustainable in the long term. By focusing on value rather than volume, we create healthcare systems that serve people better while being economically viable.

Sustainability is another pillar of our work. As communities urbanise and incomes rise, it becomes increasingly important to ensure growth is sustainable. Our work in smart cities and digital trust aims to create environments where people can thrive without compromising future needs. 

To that end, we work with governments on policies that promote sustainable urban development and partner with private companies to create supportive technologies. Our approach to sustainability considers economic, social, and environmental factors in tandem.

Play

Shared purpose

Looking ahead, I see innovation and strategic thinking transforming our work further. Our success shouldn’t be measured merely by client accolades or testimonials but by the tangible outcomes we drive — markets entered, pilots launched, businesses transformed. Sustainability is already rising up the agenda in boardrooms, and my hope is to see social impact take its rightful place alongside profitability as a metric of business success. This will happen if we can prove that sustainable, social innovation contributes to performance — and I’m confident we can.

And if you ask me what gives me hope, I’d say it’s the next generation. My nine-year-old daughter, Cassie, constantly thinks of ways to reduce waste or recycle. She does it because she believes it’s the right thing to do. And she’s not alone. Many young people today grow up with an understanding of sustainability and responsibility. If we hand the world over to them in some semblance of order, I believe they’ll do a better job than we did.

Our vision for the future is one where businesses, governments, and communities work together seamlessly to create a prosperous, equitable, and sustainable world. We know this is ambitious, but every project and collaboration brings us closer to that vision. We’ve seen firsthand the power of collaboration and the impact of shared purpose — and that keeps us going.

Ultimately, our measure of success is not only the number of projects we complete or accolades we receive. It is the lives we touch, the communities we uplift, and the systems we change. It is knowing that we are contributing to a better, more sustainable future. As long as we keep that at the forefront, I believe we are on the right path."