Fast scaling startups risk overspeeding

STARTING a business across South-east Asia often feels as easy as getting a new passport stamp these days - it seems that all you need is a salesperson and a WeWork hotdesk and you have yourself an office. Business set up, job done, time to call trade press and shareholders, and let the LinkedIn congratulations flow in.

In a region of explosive growth like South-east Asia, it is understandable why startups and global multinationals are so keen to tick each market off like it's a travel bucket list. Singapore, in particular, boasts lower barriers to entry than many other markets, including lower corporate tax, no hassle to review your tech stack or get your servers localised, unlike some markets. Not only is it a milestone in their business journey, but each market carries its own wealth of opportunity and potential for incredible growth.

So tantalising is this prospect that all too often, business leaders cave into temptation and end up expanding too quickly without focus, purpose and understanding of the complexities multi-market management entails. But scaling fast does not necessarily mean failing fast, as long as the right foundation is there in the first place.