Singapore faces a critical challenge in bridging the gap between its robust scientific research and the development of commercially viable technologies and enterprises, according to Beh Kian Teik, CEO of the Agency for Science, Technology and Research (A*Star). Despite the city-state’s strong scientific foundation, converting research outcomes into products, companies, and capabilities with tangible economic and societal impact remains an area requiring further progress.
This issue was highlighted earlier this year during the launch of United 2.0, a clinical-grade cancer-profiling test developed by Singapore startup Lucence in collaboration with A*Star and the National Cancer Centre Singapore. Melissa Lim, president of the Brain Tumour Society (Singapore) and a brain tumour survivor, referred to the delay in obtaining definitive diagnostic results as the “diagnostic gap.” This example underscores the importance of translating scientific advances into practical solutions that reduce such delays and improve patient outcomes.
Singapore’s innovation ecosystem has shown it can move promising research towards commercialization. Between April 2021 and March 2025, A*Star’s intellectual property helped establish more than 40 companies, collectively attracting over S$1 billion in follow-on funding. Firms like Lucence exemplify how locally developed scientific innovations may reach global markets through extensive validation and venture-building efforts.
However, such successes remain relatively exceptional. Many promising technologies stall after clearing scientific validation due to challenges in securing industry partners, first customers, commercial teams, and capital to scale. This innovation gap, measured in years, stems from friction between research, industry, and capital sectors, highlighting the need for greater integration and earlier engagement with market needs. Improving the “circulation” of ideas, talent, funding, and customers is seen as key to making the translation of research outcomes more reliable.
A*Star plays a strategic role in this system by coordinating research, entrepreneurial talent, and partnerships to move frontier science towards societal and economic value. In the 2025 financial year, industry collaborators invested more than S$830 million in R&D alongside A*Star, reflecting the benefits of joint problem-solving rather than sequential handovers between scientists and companies.
As Singapore’s economy evolves, capturing a meaningful share of value from technology development requires not only conducting sophisticated research locally but also owning critical intellectual property, producing globally competitive products, and growing companies rooted in Singapore. This approach fosters experienced founders, technical leaders, customer networks, and capital, which can support a virtuous cycle of innovation.
Achieving this will depend on fostering a cadre of scientific entrepreneurs who can recognize commercial potential, build interdisciplinary teams, and attract investment and customers. While not every researcher should become an entrepreneur, clear and credible pathways for translation must exist. Early-stage capital, supportive career incentives that value patents and commercial deployment alongside academic achievements, and patient risk-taking are essential components.
Beh Kian Teik emphasizes that tolerance for failure is necessary to avoid missed opportunities. Balancing exploration with clear milestones and readiness to discontinue unproductive projects can optimize resource allocation.
Ultimately, closing Singapore’s innovation gap involves better judgment in connecting science to market demand and backing the most promising technologies before outcomes are certain. With its well-established scientific base, the city-state’s next challenge is to make the translation of research more repeatable, ownership more ambitious, and risk-taking more disciplined—efforts essential to generating better lives, stronger industries, and greater economic value within Singapore.