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.

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... (Read more here )