Wright Partners

𝐓𝐡𝐞 𝐏𝐨𝐰𝐞𝐫 𝐨𝐟 𝟐 — 𝐖𝐡𝐲 𝐅𝐨𝐮𝐧𝐝𝐞𝐫 𝐓𝐞𝐚𝐦𝐬 𝐎𝐮𝐭𝐩𝐞𝐫𝐟𝐨𝐫𝐦 In the business world, the success of a project often hinges on the synergy between leadership roles. While technology has made starting a business easier, the complexity of sustaining it has grown, necessitating a blend of skills to navigate challenges. Among the various leadership models, the partnership between a commercial founder and a technical founder stands out as a powerful combination. — This article, written by our founding partner, Ziv Ragowsky, along with MING Labs' co-founder, Sebastian Mueller, explores why having two founders is not only beneficial but may also be the optimal structure for corporate ventures in the following aspects: ⚖️ Balancing Technical and Commercial Perspectives 🧠 Enhanced Decision-Making 🧭 Navigating the Funding Landscape 🛠 Driving Product Development ✅ Conflict Resolution and Leadership Dynamics 📋 Real-World Case Studies Want to dive deeper? Explore it here: https://lnkd.in/gGbSBsyv — Reach out to us at [email protected] to explore how we can collaborate on building a risk-aligned, investible venture. --- This article is written as part of Singapore Economic Development Board (EDB)'s Corporate Venture Launchpad 2.0 programme — an expanded S$20m programme by EDB New Ventures, designed to enable companies to incubate and launch a new venture from Singapore, supported by venture studios experienced in corporate venture building. #venturesmadepossible

𝐒𝐩𝐞𝐞𝐝 𝐭𝐨 𝐌𝐚𝐫𝐤𝐞𝐭: 𝐇𝐨𝐰 𝐑𝐚𝐩𝐢𝐝 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐃𝐫𝐢𝐯𝐞𝐬 𝐕𝐞𝐧𝐭𝐮𝐫𝐞 𝐒𝐮𝐜𝐜𝐞𝐬𝐬 Rapid learning is a critical factor for success in the highly competitive world of startups and corporate ventures. The ability to learn quickly and adjust strategies accordingly can determine the fate of a venture. Although this concept is widely acknowledged, it is often not fully implemented, resulting in a failure to adapt products and strategies effectively. This oversight can lead to missed opportunities and potential failure in the market. This article, written by MING Labs' co-founder, Sebastian Mueller, along with our founding partners, Ziv Ragowsky and Arnold Egg, explores the implementation of rapid learning to achieve product-market fit as soon as possible, validated by real users. — In the article, we will first explore the importance of fast learning for ventures. Then, we will also share some tactics for implementing quick learning in product development and strategy, which are: 📊 Use Data and Analytics 🚀 Implement Agile Practices 💬 Conduct Reviews and Retrospectives 🔬 Encourage Experimentation 🙋🏻♂️ Focus on Customer Discovery 🚧 Embrace Failure Curious to know more on how to do so? We have shared our approaches in our article here: https://lnkd.in/gQmSrvVa --- If you are currently looking for a partner to drive rapid learnings toward your venture, drop us a line: [email protected] --- This article is written as part of Singapore Economic Development Board (EDB)'s Corporate Venture Launchpad 2.0 programme — an expanded S$20m programme by EDB New Ventures, designed to enable companies to incubate and launch a new venture from Singapore, supported by venture studios experienced in corporate venture building. #venturesmadepossible

💡𝐄𝐯𝐞𝐧𝐭 𝐔𝐩𝐝𝐚𝐭𝐞💡 On August 1, 2024, Wright Partners had the honor of conducting a workshop at Syngenta's internal innovation event, Synnovate 2024. Our session, titled "Visualizing Ideas: Making Your Ideas Stand Out" was tailored and designed for the finalists of this inspiring event. Our venture architects, Nicolas Keefe S. and Sherlyn Chang, led the workshop, sharing invaluable experiences, case studies, and techniques to visualize and refine innovative ideas through prototyping and piloting effectively. During the workshop, participants also showcased their innovative concepts, and we provided actionable feedback to help refine and strengthen their ideas. We are proud to support and empower these brilliant minds as they prepare for the final stage of the competition, gearing up to present their ideas to regional juries across AMEA. Best of luck to all the finalists! May your innovations bring impactful value to the company! Ricky Tjok

𝐖𝐡𝐚𝐭 𝐂𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞𝐬 𝐒𝐡𝐨𝐮𝐥𝐝 (𝐍𝐨𝐭) 𝐋𝐞𝐚𝐫𝐧 𝐟𝐫𝐨𝐦 𝐕𝐂𝐬 (𝐏𝐚𝐫𝐭 𝟐) Businesses need to innovate or die. In part one, we learned that venture building has emerged as one of the best tools for driving business-renewing innovation, distinct from the approach of venture capitalists. In this second part, we will explore how corporates can leverage their inherent strengths to excel in venture building, including strategies for maximization, and apply lessons from venture capital to significantly amplify their success. --- This article is written by our partner Sebastian Mueller from Ming Labs with support from our partner Ziv Ragowsky. Let's explore three key areas where corporates can leverage their inherent strengths to excel in venture building: 👥 Customer Access and Market Insight 📈 Operational Scale and Supply Chain Efficiencies 📝 Regulatory and Compliance Expertise We will also uncover strategic lessons corporates can learn from VCs: ⏩ Embracing Agility and Flexibility 🤝 Cultivating a Risk-Tolerant Culture 📑Performance Metrics and Milestone-Based Funding 💡Leveraging External Innovation Read more here: https://lnkd.in/gDEk-5qy --- Ultimately, the journey of venture building is continuous and demands a proactive, informed, and adaptable approach. In case you missed it, read the first part of this article here: https://lnkd.in/gpsTyzxY If you are a corporate looking to enhance your ability to innovate successfully and sustainably, reach out to us at [email protected]. --- This article is written as part of Singapore Economic Development Board (EDB)'s Corporate Venture Launchpad 2.0 programme — an expanded S$20m programme by EDB New Ventures, designed to enable companies to incubate and launch a new venture from Singapore, supported by venture studios experienced in corporate venture building. #venturesmadepossible

The Path to Win - Scaling Successful Innovations A successful innovation is an initiative that can deliver real value to the business and its customers at scale. Yet only 20% of new businesses launched by corporates will succeed in scaling. Why is it that large corporates, with such deep experience in operating at scale, struggle to bring promising innovations to a similar level? Part of the answer lies in the third question of corporate innovation — do we have a Path to Win? This article, written by Stefan Jacob with support from Ziv Ragowsky, is the last part of a three-part series in collaboration with Singapore Economic Development Board (EDB)'s Corporate Venture Launchpad program, delves into how to carry a promising innovation from concept to scale, focusing on The Path to Win. --- Clear "Path to Win" requires alignment on four key areas: 🏹 Commit and Let Go — The venture needs the right founder, resources, and clarity on governance to achieve its business plan. 🥅 Strategic Goals — The corporation should review its own progress within its strategy and how the venture fits within it. 🔍 Follow Through — As the above actions are pursued, a decision will emerge, and once it does, it is important for the corporation to follow through with it. 🏢 Lead from the Board — Let the venture operate within the agreed plan but maintain a close watch on how it grows and evolves. To understand more about how corporations can build a path to scale their innovations, read the article here: https://lnkd.in/deFv9baS --- In case you missed it, read the other articles below: The Right to Win: https://lnkd.in/d9GENVZQ The Desire to Win: https://lnkd.in/gKWg6-P7 Interested to learn more about investable ventures? Drop us a line: [email protected] --- This article is written as part of Singapore Economic Development Board (EDB)'s Corporate Venture Launchpad 2.0 programme — an expanded S$20m programme by EDB New Ventures, designed to enable companies to incubate and launch a new venture from Singapore, supported by venture studios experienced in corporate venture building. #venturesmadepossible

𝐖𝐡𝐚𝐭 𝐂𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞𝐬 𝐒𝐡𝐨𝐮𝐥𝐝 (𝐍𝐨𝐭) 𝐋𝐞𝐚𝐫𝐧 𝐟𝐫𝐨𝐦 𝐕𝐂𝐬 (𝐏𝐚𝐫𝐭 𝟏) Businesses need to innovate or die. This is why, in recent years, corporate venture building has drawn lessons from the VC playbook for their venture-building exercises. However, corporates have different starting and ending points compared to VCs, and thus, corporate venture builders should act differently. This article is part one of a two-part series written by Sebastian Mueller, our Ming Labs partner, with the support of our partner Ziv Ragowsky, to explore the differences of opportunities and challenges they face in venture building compared to their VC counterparts.   --- We will delve deep into four aspects of how corporate venture building differs from VC: 📝 Strategic Focus and Objectives 📊 Risk Tolerance and Investment Philosophy ⚙️ Operational Approach and Resource Allocation 📈 Market Entry and Scaling Read more here: https://lnkd.in/gpsTyzxY --- If you are a corporate looking for a venture-building partner, reach out to us at [email protected]. --- This article is written as part of Singapore Economic Development Board (EDB)'s Corporate Venture Launchpad 2.0 programme — an expanded S$20m programme by EDB New Ventures, designed to enable companies to incubate and launch a new venture from Singapore, supported by venture studios experienced in corporate venture building. #venturesmadepossible

The Right to Win - Leveraging Corporate Assets for Disruptive Innovation In a corporate landscape dominated by the pursuit of innovation, many organizations find themselves grappling with a crucial question: “How do we win in innovation?” which can be split into 3 aspects: 1. Do we have the Right to Win 2. Desire to Win, and 3. the Path to Win? This article, written by Stefan Jacob, is a part of a three-part series in collaboration with Singapore Economic Development Board (EDB)'s Corporate Venture Launchpad program, delves into the heart of corporate innovation, focusing on the first question: The Right to Win. --- In our exploration of the Right to Win, we delve into 5 key pillars that constitute defensible corporate assets: 👥 Customers: Capitalizing brand relationship and relevant historical customer data. 🫴 Distribution: Utilizing existing network effects for greater reach and efficiency. 🔄 Procurement: Innovating within the current supply chain to enhance operations. 📚 Knowledge & capabilities: Harnessing expertise, technology, and legal know-how within the industry. 🏢 Corporate power: Establishing trust and fostering a sense of stability and momentum. Dive deeper into the topic by reading more here: https://lnkd.in/d9GENVZQ --- Do you have the corporate assets to create a true unfair advantage that will allow us to out-compete any other corporate or start-up? Reach out to us at [email protected] to explore how we can identify the Right to Win within your organization. --- This article is written as part of Singapore Economic Development Board (EDB)'s Corporate Venture Launchpad 2.0 programme — an expanded S$20m programme by EDB New Ventures, designed to enable companies to incubate and launch a new venture from Singapore, supported by venture studios experienced in corporate venture building. #venturesmadepossible

𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠 - 𝐖𝐡𝐚𝐭’𝐬 𝐢𝐧 𝐚 𝐏𝐚𝐢𝐧 𝐏𝐨𝐢𝐧𝐭? A venture is born from opportunities to innovate and create value for customers. Identifying, articulating, and transforming customer pain points into actionable venture opportunities is a core element of corporate venture building. This approach goes beyond merely solving problems; it delves into a deep understanding of and response to customers' broader challenges and objectives. Then, after understanding pain points, there's also a need to translate them into ventures that align with both customer and business perspectives. – This article is written by Sebastian Mueller, our Ming Labs partner, with the support of our partner Ziv Ragowsky. We will walk you through methods to: 👀 Identify customer pain points through various research methods 📝 Articulate by unpacking and clearly defining customer pain points 🔢 Prioritize which pain points to solve based on their impact on the customer and the business 🛠️ Translate pain points into venture opportunities Let's dive deeper into the article here: https://lnkd.in/gK86qwZP — By doing this correctly, ventures can create holistic solutions that resonate with customers' overarching goals, ensuring impactful and enduring results. If you need a partner to gain a deeper understanding of customers and translate it into venture opportunities, reach out to us at [email protected]. — This article is written as part of Singapore Economic Development Board (EDB)'s Corporate Venture Launchpad 2.0 programme — an expanded S$20m programme by EDB New Ventures, designed to enable companies to incubate and launch a new venture from Singapore, supported by venture studios experienced in corporate venture building. #venturesmadepossible

We're #hiring a new VC General Partner in Jakarta. Apply today or share this post with your network.

We’re #hiring a new Commercial Founder - Energy Optimisation Venture in Jakarta. Apply today or share this post with your network.