Lessons in the research line

ANI B. AROPE,
Kuala Lumpur

I READ with interest the setting up of bio-technology parks in Malaysia. I would like to share some of my experiences with others so that the mistakes of the past would not recur in our desire to reclaim our rightful place in the development of science and technology in our country.

One of the few lessons learnt in my career stint in the Malaysian Agricultural Research and Development Institute (Mardi and the then world renowned Rubber Research Institute of Malaysia (RRIM) was the inadequacy of research staff trained in the right disciplines and at the desired levels.

There was still this colonial hangover by some of the board members that scientific practices in a developing country like Malaysia were at such a low level that graduates with a minimum exposure to science and technology were enough to guide the country in its scientific and technological development.

To me, this was faulty reasoning and had to be addressed and addressed quickly.
There were some heated debates in the board room on this matter. It was pointed out that it was unreasonable to expect those trained through the first degree levels to have the depth of understanding in any of the specialised fields to enable them to plan and guide effective research.

Research capability, including the competence to identify the nature of the problems and the planning of experiments to solve them, is developed usually in training through to the post-graduate levels.

The importance of the massive investment in human intellectual capital, never seen in the 75-year history of the RRIM at that time, was based on a simple yet profound concept: the ultimate competitive advantage of the RRIM would come from a single imperative – our ability to grow and develop our human intellectual capital faster than the others.

The quicker we got every single person in the institute trained to enhance his/her performance, the quicker we would be in the forefront of research. The aim was to upgrade our staff fast and develop a culture of excellence before others did.

I must acknowledge that the late B. C. Sekhar, as controller of the Rubber Board, gave me a free hand in this exercise.

However, there were objections raised and they came from the most unexpected quarters – the Malay members representing the estate sector and the representative from the Department of Agriculture, saying that I was producing “tin-can” PhDs’ as the scientists were trained outside the UK in universities in Australia, Belgium, Canada, France, Germany, Holland, New Zealand, the US and even Poland.

There were some heated arguments but good sense prevailed at the end and I got my way.
The “tin-can” PhDs from the institute eventually were the ones who helped run the agricultural-based organisations viz the oil palm and natural rubber industries, universities and even the Telecoms.

Despite our past prominence in driving research in natural rubber, we allowed our focus to be diverted elsewhere instead of improving research systems and research governance: we defaulted by leaving research leadership to technical illiterates. An effective and innovative research system requires a cadre of professionals with advanced skills and mindsets.

In retrospect, Malaysia should have gone into joint ventures to plant rubber outside the country as is happening with oil palm.

We could import the raw material back to this country for value-added export products as we have the management and technical expertise, and the capital needed to produce them.
However, we have lost the initiative and the expertise. Now the research is low-keyed, more on a care and maintenance basis.

The time I spent at the RRIM was incredible. It gave me an opportunity to help others shine.
All I cared about was doing my part to help the staff get to their greatness, to encourage them find happiness at home and make their mark in their careers.