Science Outlook Slide

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The Philosophy of Science Outlook

Identify indicators

Benchmarking

Evaluation

Analysis

Stocktaking

Study key trends &challenges

Data gathering

International reviewers

Way forward

Towards evidence-based informeddecision making

Future implications

Recommendations

Science Outlook An independent review of the STI landscape

in Malaysia and the way forward

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Conduct of the Study

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Aims to

provide evidence-based insights and new perspectives

on the Malaysian STI landscape

Science Outlook

based on six strategic thrustsin the National Policy on ST I

2013 2020)

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STIdrives the Innovation-Led Economy

Transition of the Malaysian Economy

Agriculture Based

Economy

Innovation-Led

Economy

1957 to 1980

1MP-3MP)

2001 to 2020 8MP-11MP)

Basic Input Factors!

Land!

Labour

Critical Success Factors!

STI Talent (KnowledgeWorker)

!

Value creation fromR&D

! Market forces

Rewards are rapid & sustainable:

Wealth creation Employment creation Societal well being

P;-=

Resource-Led

Economy

1981 to 2000 4MP-7MP)

Basic Input Factors!

Infrastructure

! Collateralised risk-free capital

! Labour! Institutional

Support

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Key Focus Areas

that contribute to a robust STI ecosystem

6 Chapters in the Science Outlook

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STI Governance


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Need for : Overarching STI Master Plan to implement National STIAgenda

Well coordinated and integratedpolicy measures

1. STI Governance

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Planning needs to be handin hand with evaluation &monitoring

Evaluation & monitoring tobe institutionalised withaccountability

1: STI Governance

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1: STI Governance

Nations with higheconomic outputhave stable STIgovernance

structure

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Based on Hansard Analysis 2008-2013

Current

Parliamentary

Debates

1: STI Governance

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An Enabling Environment For Effective STI Governance

Focus on continuous Monitoring & Evaluation as well as Ideation Empowerment of centralised STI coordination & monitoring body that

transcends across ministries Parliamentary Select Committee on STI will build the necessary political

will & create legislative consensus towards promoting STI agenda

Proposed Science Act (of Malaysia) will serve as an overarching MasterPlan for a unified execution strategy

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Research, Development,& Commercialisation (R,D&C)


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0.50

0.690.63 0.64

0.79

1.011.07 1.07

1.13

0.0

0.2

0.4

0.6

0.8

1.0

1.2

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

11,000

2000 2002 2004 2006 2008 2009 2010 2011 2012

GERD/G

DP(%)

RMM

illion

Year

Current Expenditure Capital Expenditure

Does R,D&C in Malaysia Address National Priorities, Cha llenges &Potential Opportunitiestowards Societal Well-being?

2: R,D&C

Global Com petitiveness Index

(GCI) 2014-2015 (WE F)

Malaysiaranked: 20

th

Malaysias

aspiration:10

th

Global Innovation Index

(GII) 2014

33

rd

Sources: MASTIC 2014b;World Economic Forum 2014

2.0

5$:F&C 7E@A

L&: 7AK

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2: R,D&C

6 NKREA

12 NKEA

11 Development Areas

MOSTI Focus Areas

Niche Priority Areas

9NSRC Priority Areas

Fragmented research

activities

Multiple research priority areas, players and grants

What is the R,D&C landscape in Malaysia?

Source: MO F

12 manufacturing sectors8 non government business areas

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Measures To Build Capacity and Establish The Socio-Economic

Impact of Malaysian R,D C

Seamless and Integrated Implementation, Management & Monitoring Empower centralised coordination body To allow research to transition smoothly to subsequent stages and

collaboration with industry

To evaluate beyond the ROI To strategise and focus on effective utilisation of R&D expenditure

ideation fund

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STI Talent


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3: STI Talent

How is Malaysia

positioned with

regards to its

STI Talent pool?

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3: STI Talent

Ineffective teaching

methodology

Ad-hoc changes in policies Low levels of awareness of the

demand for specialised talent

A decline in interest inScience, contributing to

STI talent depletion

S

i

n

c

e

9

6

7

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Does M alaysia have a pipeline of STEM talent and will it be

sufficient and com petitive enough to m eet the countrys future

hum an capital needs?

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0=

300,000talents withtertiary leveleducationestimated(source Brain

Drain Report,World Bank)

Brain Drain

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A strategic framework is needed to guide human capital development inS&T services and delivery

Drastic intervention measures need to be taken at each domain of thehuman capital value chain

A sustainable action plan for retaining STI Talent (especially to fuel thehigh-priority sectors of the economy)

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03

Energising Industries


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4: Energising Industries

How engaged are our industries with the National STI agenda?

Industry existingpartnership with any

R&D institute or

university for productinnovations

(Source: ASM Industry PerceptionAudit, 2014)

YES

29.5%

NO70.5%

36.7%

63.3%

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Source: ASM Industry Perception Audit, 2014 Source: MASTIC, 2011

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9.9

6.4

6.0

14.4

6.9

19.6

23.7

29.0

28.9

28.7

70.5

69.9

65.0

56.7

64.5

0.0 20.0 40.0 60.0 80.0 100.0

2008

2009

2010

2011

2012

Percentage (%)

Year

GRIs IHLs Business Enter rise

Are our industries willing to undertake R&D ?

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Source: MASTIC, 2015

Source: ASM Industry Perception Audit, 2014

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W hat m otivates the industry

players to invest in R&D ?


Industry is receptive to:

1.

Availability and access to publicfunds for R&D

2. Research that provides solutionsfor business & promises ROI

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Motivate industry to undertake more R D for inclusive value creation

An STI Stakeholder Engagement Model for STI policyimplementation and collaborations that is both supply-oriented

and demand-driven Foster quadruple helix partnership

Aggressive and continuous information channels to disseminatefocal areas of National agenda to STI industries

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=1

STI Enculturation


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Is STI Exciting and Meaningful to Malaysians?

5: STI Enculturation

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Malaysians interest in STI issues is temporal, driven

by current issues


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STI Enculturation Process


Interest Literacy Mindset hange

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Enab ling And Sustaining The Process Of STI Enculturation

In The Country

A strategic long-term STI Enculturation Plan

Develop STI Enculturation Index.

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=3

Strategic International Alliance


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Can Ma laysia Tap into Global Oppo rtunities through

Strategic Collaborations in the STI Arena?

Agreements need to translateto benefits related to STIdevelopment for Malaysia

Attract strategic partners

Effective positioning ofMalaysias STI competencies &capability

6: International Alliance

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Malaysia is a member of severalhigh profile platforms (e.g. UN,OIC, Commonwealth, APEC,ASEAN, etc.) but not beingleveraged for STI, very economic

and politically driven

Establish STI linkages withstrategic regional & globalpartners ASEAN, MIST andBRICS countries

6: International Alliance

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Identifying and Establishing Practical Models for Strategic

International Alliances

Strengthen STI-focused international alliances o Individual Country, Intra ASEAN, International levels o

Position scientists as torch bearers to drive internationalscientific collaborations

Attract strategic partners by projecting Malaysias STI capacity andcapabilities

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What is the Way Forward?

Positioning STI:

STI inputs and interventions are often seen as a preludeto policy development or a support for decision makingbut not part of the whole value chain of policy

implementation

STI must convergewith economy and finance, geopolitics,society & culture to fuel a robust ideation process forsocio-economic transformation

Calls for transformative thinking, integrated planning &inclusive implementation

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Thank you

Science Outlook Slide

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