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TAN Chorh ChuanPresident, National University of Singapore
Deputy Chairman, Agency for Science, Technology & Research
National Innovation Systems in a Global Context –
Perspectives from SingaporeUniversities Australia Inaugural Higher Education Conference
4 – 6 March 2009, Canberra, Australia
National University of Singapore • Comprehensive, research-intensive global
university
• 3 campuses – Kent Ridge, Bukit Timah, Duke-NUS Graduate Medical School
• Globalisation • Integration of national economies• Interconnectedness & the “shrinking globe”
• Rise of knowledge societies and economies
3
Our world has changed ….
"The empires of the future are the empires of the mind."
- Sir Winston Churchill -5 September 1943Harvard University
Rise of Knowledge-Based Economies
National innovation systems in a global context
How should nations, and their universities, respond to this changing landscape?
National innovation systems in a global context
How should nations, and their universities, respond to this changing landscape?
How can nations, and their universities, seize the new opportunities? Help shapethe changing landscape?
• Why BMS was selected as a focus
• Key approaches & challenges
• What we feel is critical for success
7
National Innovation Systems in a Global Context –Perspectives from Singapore’s national biomed science initiative
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1960 1965 1970 1975 1980 1985 1990 1995 2000 2005
60s:Labour-
intensive
70s:Skill-
intensive
80s:Capital-
intensive
90s:Technology-
intensive
Future:Knowledge-
Intensive
The Singapore Growth Story…..GDP $B
• Human health & disease – one of THE mostimportant issues for the world, for the future
• Spectacular advances in BMS researchtechnologies allow small newcomers to becompetitive
• Changes in drug-discovery approach in bigPharma create market opportunities for smallplayers
Why BMS?
• Small population & talent base
• In late 1990s, BMS basic science capabilitiesrelatively weak
• Competition intense; several established hubsalready
Does Singapore have a chance?
• Excellent healthcare system
• 100 years-worth of the best and brightest inMedicine
• Global burden of disease shifting to Asia Importance of inter-ethnic differences inbiology & response to treatment
• 3 Asian ethnic groups in Singapore population
Does Singapore have a chance?
BMS needs 2 things, which Singapore happens to be good at:
• long-term vision & view = substantial & long-term support
• close coordination between different agencies
Does Singapore have a chance?
Legend: Biomedical Research Council of A*STARBiomedical Sciences Group of EDBBio*One Capital of EDB
Recruiting top scientists
PhD & Postdoctoral Training & Career
Development
Ethical Frameworks(BAC, GMAC, NACLAR)
Public Awareness & School Outreach
Public R&D:RIs & Extramural Grants
Economic Spin-offs from Public R&D
Industry R&D
Investment Promotion
Infrastructure Development
Equity Investment
Human Capital
Development
Intellectual Capital
Development
Industrial Capital
Development
UniversitiesHealthcare institutions
Phase 1: 2000-2005A highly coordinated approach
Ministerial committee
Building R&D Human Capital
Senior international researchers
ROBUST PIPELINE A*STAR Scholarships
& Fellowships
Pro-ForeignPro-Local
Before 2000
Institute of Molecular & Cell Biology
200320012000
Genome Institute of Singapore
Bioprocessing Technology
Institute*
Institute of Bioengineering & Nanotechnology
BioinformaticsInstitute
Phase 1 (2000-2005)
Building Biomedical R&D Capabilities
Biopolis Shared FacilitiesScientific ServicesCore ServicesGeneral AmenitiesAnimal Facilities
Industrial capital: Biopolis
Phase 1All 5 BMRC Research InstitutesCorporate labsS$500 million2 million sqft
Images courtesy of A*STAR
Phase 2Additional 2 buildingsCorporate labs400,000 sqft
Phase 3
Phase 2bPhase 2b
Industrial capital: Biopolis
Images courtesy of A*STAR
Review of Singapore’s BMS Initiative:2000 - 2005
• Critical mass of high quality research talent in Research Institutes & programmes
• Strong pipeline of local talent in research training
• State-of-art infrastructure in Biopolis, universities
• Growing base of industry R&D labs
• Substantially expanded BMS sector’s economic contribution
Strong Growth in BMS Manufacturing Sector
S$ mil
Year 2000
Output S$6.3 bilVA S$3.8 bilEmp 5,880
S$23.0 bilYear 2005
Output S$18.0 bilVA S$9.2 bilEmp 10,200
0
5000
10000
15000
20000
25000
2000 2001 2002 2003 2004 2005 2006
• Manufacturing output increased by 4-fold from S$6 billion to S$24 billion
• Employment opportunities doubled from 5,000 to 10,000 jobs
Growing base of corporate R&D labs:Pre-2000: No significant activity; Rapid growth since 2000
• 7 RSEs; 60 RSEs by 2008• Development of vaccines for
infectious diseases prevalent in Asia
• 21 RSEs• Use in vivo functional genomics
to predict clinical utility of novel drug targets
• Focused on CNS and metabolic diseases
• 33 RSEs• Oncology biomarkers research
• 21 RSEs• Focus on breast cancer• Chugai-Biostar (Mitsui/CIEA) JV
• 85 RSEs• Drug discovery for TB and
Dengue
• 55 RSEs• Genomics & small molecule
technologies-based drug discovery
• 62 RSEs• Natural products research for
drug discovery
• 35 RSEs• Drug discovery for neuro-
degenerative diseases
• 35 RSEs• Development of hES cells for
applications in Diabetes & CVS
• 13 RSEs• Neuroscience R&D
• 15 RSEs; 200 RSEs by 2008• Chemistry process development
R&D• 15 RSEs• R&D in stem cell expansion
• 10 RSEs• R&D in stem cell biology,
protein chemistry & markers
• 20 RSEs• Preclinical service provider
GlaxoSmithKline
Paradigm Therapeutics
S*BIO
PharmaLogicals Research
Novartis
ESI
Cordlife
ViaCell
Maccine
Lilly
Merlion Pharma
Albany Molecular Research Inc
OlympusWaseda University
SingVax
“It is no longer good enough to cure cancer in the mouse”
Ed Holmes. UCSD
“The most important ‘model’ is manS Brenner
Key recommendation for Phase 2
BENCH BEDSIDE
INDUSTRY
Economic growth & job creationIndustry R&D investmentsManufacturing investments(Pharma, biotech, medtech)Commercialisation of local IP
Better healthcarePromote Singapore Medicine
University Peaks of excellence
BiopolisConsortia
Build Translational and Clinical Research Capabilities
Excellent basic research
TCR
Before 2000
Institute of Molecular & Cell Biology
2005
Singapore Bioimaging Consortium
Singapore Stem Cell
Consortium
2006 2007
Institute of Medical Biology
Singapore Institute
for Clinical Sciences
Singapore Immunology
Network
200320012000
Genome Institute of Singapore
Bioprocessing Technology
Institute*
Institute of Bioengineering & Nanotechnology
BioinformaticsInstitute
Experimental Therapeutics
Centre
Phase 1 (2000-2005) Phase 2 (2006-2010)
National UniversityHealth System
Building Biomedical R&D Capabilities
24
MOHH NUSJoint venture
NUHS
Managementagreement
Managementagreement
NUH SOM FOD
Strategic plans;Unified resource allocation systemHarmonised HR framework Monitoring performanceBOARD
NUHS CE
Academic Medical Centre National University Health System
• Why BMS was selected as a focus
• Key approaches & challenges
• What we feel is critical for success
25
National Innovation Systems in a Global Context –Perspectives from Singapore’s national biomed science initiative
• Strong governmental commitmentwith long-term view
• Adequate sustained support
Critical success factors
Increasing R&D funding
0
2
4
6
8
10
12
14
16
1991 1996 2001 2006
$ B
illio
n
Critical success factors
• Visionary, strong leadership
• Very close coordination between agencies
• Active partnerships with leading institutions &agencies internationally
BMS International Advisory CouncilSir Richard Sykes (Chairman)
NHS London(UK)
Dr Tadataka YamadaGates Foundation
(USA)
Dr Harriet Wallberg-HenrikssonKarolinska Institutet
(Sweden)Sir John Bell
University of Oxford(UK)
Dr Sydney BrennerThe Salk Institute of
Biological Sciences (USA)
Dr Peter GrussMax Planck Society
(Germany)
Dr Suzanne CoryWEHI
(Australia)
Dr William EvansSt Jude Children’s Research
Hospital (USA)
Sir Philip CohenUniversity of Dundee
(UK)
Dr Anthony PawsonSamuel Lunenfeld Research
Institute (Canada)
Dr Helen HobbsUniv. of Texas Southwestern
(USA)
Dr Rolf ZinkernagelUniversity of Zurich
(Switzerland)
Sir Leszek BorysiewiczMedical Research Council
(UK)
Dame Sally DaviesNational Health Services
(UK)
EMERITUS
Dr William KelleyUniversity of Pennsylvania
(USA)
Dr David BaltimoreDr Samuel Barondes
Dr Alan BernsteinDr Colin BlakemoreDr Stanley N. CohenDr Leland HartwellDr David I. Hirsh
Dr Philippe KourilskyDr Richard Lerner
Dr Susan LindquistDr Paul A. Marks
Dr John MendelsohnDr Alan Munro
Sir Keith PetersSir George Radda
Dr John ReedDr John ShineDr Axel Ullrich
Dr Hans Wigzell
Attracting International Science Leadership
2001 2002 2003 2004 2005 2006 2007 2008
Dr Yoshiaki ItoOncology Research Institute
Sir David LaneInstitute of
Medical Biology
Dr Birgitte LaneInstitute of Medical
BiologyDr Neal Copeland
Institute of Molecular and Cell Biology
Dr Phil InghamInstitute of
Molecular and Cell Biology
Dr Jean Paul ThieryInstitute of Molecular
and Cell Biology
Dr Edward HolmesInstitute of Molecular
and Cell Biology
Dr Judith SwainSingapore Institute
for Clinical Sciences
Dr Philippe KourilskySingapore
Immunology Network
Sir George RaddaSingapore Bioimaging
Consortium
Dr Jackie YingInstitute of
Bioengineering and Nanotechnology
When physician-scientists Judith Swain and Ed Holmes take up their posts in Singapore…, they will join a star-studded community at one of the world’s most rapidly developing biomedical research centres. …they are the latest of many Western scientists who have headed for the impressive facilities of the tiny city-state.
Naturejobs, 5 Jul 06
Dr Nancy JenkinsInstitute of
Molecular and Cell Biology
Dr Colin StewartInstitute of Medical
Biology
Dr Alan ColmanInstitute of Medical
Biology
Dr Paola CastagnoliSingapore Immunology
Network
Dr Colin BlakemoreNeuroscience Research
Partnership
Dr Frank EisenhaberBioinformatics Institute
Dr Peter GluckmanSingapore
Institute for Clinical Sciences
Dr Davor SolterInstitute of Medical
Biology
Dr Edison LiuGenome Institute
of Singapore
• University of California, San Diego• Juvenile Diabetes Research
Foundation• Centre for Public Health Research• Medical Research Council• National Office for Research and
Technology
• University of Illinois at Urbana-Champaign• University of Cambridge• University of Sheffield• Karolinska Institut• University of Oxford• University of Dundee• Imperial College London• Carnegie Mellon University
• Riken• University of Milano – Bicocca• Max-Planck Institute of Biochemistry• The Liggins Institute• Australia National University
• Regional Emerging Diseases Intervention• Collège de France• Keystone Symposia• American Association for Cancer
Research
Research Collaborators
Joint Research Funding
Manpower Training
Others
A*STAR International Partnerships
2002/2003
2004/2005
2006/2007
1999/2000
2000/2001
2001/2002
2003/2004
2005/2006
35
30
25
20
15
10
5
1 graduate1 graduate
12 graduates
45 graduates
64graduates
74graduates
106graduates
119graduates
168graduates
2007/2008
Total nosDD/JD
programmes
LegendTotal DD / JD Programmes
DD / JD graduates
NUS Joint & double-degrees with leading overseas universities
ASTAR -Nurturing Local Talent
805 scholars & fellows supported to-date, comprising: 491 BMRC scholars & fellows 314 SERC scholars & fellows
BSc to PhD to post-doc training in topcentres around the world
Images courtesy of A*STAR
Perspectives from Singapore’s BMS drive
• Why BMS was selected
• Approach – highly coordinated, focused,emphasis on building human capital,intellectual capital, industrial capital
• Critical importance of being fully plugged ininternationally - partnerships, advisors,recruitments
Conclusion
Critical success factors:
• Strong long-term government commitment
• Adequate sustained support ($)
• Visionary & strong leadership
• Very close coordination
Conclusion
