- Aims to strengthens R&, D to handle food and health security
- TiPM/MRANT I adopts Z-Park’s design to enhance Malaysia’s technology top
Malaysia’s focus on innovation and technology has never been more important as it prepares to ride the wave of the Fourth Industrial Revolution ( 4IR ). Malaysia’s position on the global innovation index ( GII )’s 33rd position is a testament to its unwavering commitment to creating a dynamic environment where innovation can flourish.
Dr. Rais Hussin, the CEO of Malaysian Research Accelerator for Technology and Innovation ( MRANTI), who is a seasoned expert in the field of technology and innovation, is at the forefront of the country’s innovation advancement mission. A prominent entrepreneur, strategist, and policy intellectual, Rais previously served as the chairman of the Malaysia Digital Economy Corporation ( MDEC ).
As the mind of MRANTI, he has taken a focused and strategic approach to strengthening Malaysia’s technology ecosystem, converging on addressing national issues. He has successfully secured considerable government funding to improve the infrastructure at MRANTI Park in order to make it a hub for innovation of the highest caliber.
Under Rais ‘ leadership, MRANTI is in the midst of a marketing practice, now known as Technology Innovation Park Malaysia ( TiPM), to reinforce its global presence and vision. This reflects the company’s commitment to rebalancing its focus and achieving its objective of becoming a hub for creativity.
TiPM: The fresh section
With its rebranding, TiPM/MRANT I aims to accelerate demand-driven research and development ( R&, D) and address pressing national concerns, including food and health security. The organization wants to make sure that advances are not just conceptual but also useful and thought-provoking. This goal is in line with Malaysia’s desire to move from being a client of technology to a producer of technology.
Addressing food safety through tech
One of Malaysia’s most pressing problems is the country’s outrageous foods transfer bill. Drawing on global achievements stories from India, China, and Qatar, TiPM seeks to implement innovative solutions that are both scalable and sustainable.
“4IR has helped countless nations solve their food safety issues. India, for example, despite its inhabitants of 1.475 billion, through mechanisation, technology, and 4IR, it is now able to export 25 million metric kilograms of grain a time”, said Rais.
” One of the demands that has been given to us is addressing the nationwide food safety plan using 4IR,” he said.
Defining “territorial quality”
A major social issue in Malaysia is the fragmented strategy of government agencies, dubbed “territorial excellence”, which typically inhibits collaboration and innovation.
Rais emphasized the value of instilling a tradition of collaboration, drawing inspiration from nations like Sweden, which has a higher ranking in global development rankings. In Sweden, coherent inter-agency work and mission-driven targets have been instrumental in driving technology.
Tackling brain dump
Malaysia’s brain dump remains a crucial issue, with around 500, 000 qualified professionals leaving the country in the past century.
” And guess what? These are from the age group of 27 and above with the appropriate knowledge, expertise, abilities and experience. What do they do next?
” The number one state that they go to is Singapore, and finally New Zealand, Australia, the United Kingdom and the others,” said Rais.
The lack of a solid ecosystem that fosters talent and innovation is a contributing factor, despite the fact that salaries are competitive worldwide. To achieve this, TiPM/MRANT I creates a culture that both retains and draws skills from abroad.
Turning R&, D into effective products
One of TiPM/MRANTI’s main goals is to address the longstanding problem of” table research”- government-funded research that rarely sees the light of day.
The government has invested a lot in R&D, but the majority of them are sitting on shelves without the opportunity to make their full effect. That’s really unlucky! This is where we step in as a technology commercialism pedal, bridging the gap between studies and commercialism,” MRANT I general habitat agent, Safuan Zairi, explained.
How can we contribute to the dissemination of all these brilliant research ideas? We bring in our ecosystem partners- universities, start-ups, and industries- to create a technology commercialisation value chain. We look at it from the viewpoint of technology readiness, “he added.  ,
.jpg "MRANTI chief ecosystem officer Safuan Zairi")
Learning from global success stories
TiPM/MRANT I draws inspiration from thriving innovation hubs like Zhongguancun Science Park ( also known as Z-Park ), which has produced numerous unicorn companies through a robust innovation and entrepreneurial ecosystem. It hopes to position Malaysia as a leader in the world’s innovation landscape by adopting similar tactics and drawing lessons from their experience.
Hidden cost of inaction
The government’s expenditure on projects, often understated in official figures, reveals a complex web of inefficiencies. The reliance on rudimentary models, such as using a basic multiplier of one, to estimate economic impact is a crucial factor because it vastly underestimates the potential value of investments. This oversight points to larger systemic issues, including inefficiency, poor execution, and brain drain.
Rais correctly observed that even the best-crafted plans are undermined by poor execution. For example, Malaysia’s Agricultural Master Plan, hailed as a blueprint for achieving food security, remains largely unrealised due to entrenched obstacles like cartels and the absence of stakeholder ownership.
Innovation as a national priority
Malaysia must concentrate on transitional research, which bridges the gap between academic endeavors and practical applications, to achieve its 2030 goal of being in the top 30 of the Global Innovation Index. Enhancing commercialization efforts is the solution. Lessons from nations like South Africa point out the perils of placing emphasis on outputs over outcomes, such as achieving high commercialization rates without addressing real market needs.
A framework for success: IOOI and outcome-driven strategies
The IOOI ( Input-Output-Outcome-Impact ) framework emerged as a pivotal tool for ensuring accountability and focus in project execution. The IOOI framework emphasizes outcomes and impacts, in contrast to traditional metrics that prioritize inputs and outputs. For instance, investing in technology to enhance student digital literacy can have the power to boost family economic empowerment.
This approach aligns with best practices from certain countries, such as Singapore, where every dollar spent is tied to measurable outcomes. Using these models to improve Malaysia’s fragmented reporting culture and shift the focus from procedural compliance to strategic impact can be avoided.
Balancing short-term wins and long-term goals
The tension between achieving quick wins and pursuing long-term goals was a constant theme. The rolling plan ( annual ) request for budget is frequently compelled by agencies to prioritize immediate results, which may stifle larger, transformative goals in the five-year planning cycles following the Malaysia Plan framework.
As it stands, every agency needs to deliver results within a year in order to receive guaranteed funds in the following year. According to Khalid Yashaiya, chief strategy officer, this will encourage organizations to carry out initiatives that are easier and simpler versus more comprehensive action plans.
He noted that some countries, such as Sweden, use an alternative approach, focusing on a few clear national missions.
” Sweden has their plans. They have a mission, and it’s very simple. They focus on, say, for example, five target areas. Again, just an example, they want zero hunger. Everyone would know that there is a four-year target.”
Without the constant pressure of short-term deliverables, these long-term goals promote sustainable collaboration and innovation.
Towards a unified ecosystem
A tense ecosystem with overlapping mandates among government ministries continues to be a significant challenge. Promoting better coordination and clarity of roles is essential to address this. Collaboration between organizations like MDEC and Cradle Fund can ensure that efforts in emerging fields like autonomous technologies, life sciences, and sustainable agriculture are coherent and effective.
The path forward
Despite the challenges, Malaysia’s commitment to innovation and sustainability remains steadfast. By leveraging frameworks like IOOI, fostering local talent, and embracing a culture of accountability, the nation can position itself as a leader in the global innovation landscape.
The goal is not merely to chase metrics but to create meaningful, lasting impacts. This requires a delicate balance of ambition, strategy, and execution- qualities that, if harnessed effectively, can propel Malaysia into a brighter, more innovative future.