Rushdi Abdul Rahim
President and Chief Executive Officer, Malaysian Industry-Government Group for High Technology (MIGHT)
It is both an honour and privilege to be able to engage visionaries like Tan Sri Dr. Omar Abdul Rahman, Malaysia’s first Science Advisor to the Prime Minister; Tan Sri Zakri Abdul Hamid; and Tan Sri Ahmad Tajuddin, the esteemed Joint Chairs of MIGHT. Conversations with them is full of knowledge and wisdom, filled with anecdotes – one that reminds us that while technology evolves, the principles of foresight, resilience and national competitiveness and self- determination remain timeless. They continue to “preach” on the importance of mastery of science and technology as the backbone of nation-building.
Equally inspiring are the many industry players, public agencies and academia with whom we’ve engaged – each sharing their visions, concerns and aspirations for Malaysia’s future. These shared insights drive home a clear truth: technology sovereignty is not merely about having the tools – it’s about having the courage and clarity to lead with purpose, and the systems to follow through.
Reindustrialisation: More Than Machines, It’s About Mindsets
Malaysia’s pursuit of technology sovereignty is part of a broader reindustrialisation agenda that demands much more than just advanced tools and digital infrastructure. It demands a transformation of our institutional capacity, industrial culture, and national ambition. As we transition toward high-value, tech-driven sectors, we are not merely adapting to global change – we are positioning ourselves to shape it.
Reindustrialisation, as anchored in the New Industrial Master Plan 2030 (NIMP 2030), is about catalysing innovation-driven, sustainable and inclusive economic growth. But the truth we must acknowledge is that the challenge before us is not technological alone – it is about the ecosystem. Technology may be the enabler, but the barriers lie equally – and sometimes more stubbornly – in what we at MIGHT frame through the FIRST lens: Funding and Finance, Infrastructure and Institutions, Regulations and Policies, Skills and Talent, and Technology.
Too often, our national conversations on high-tech advancement focus on R&D outputs, technology products and gadgetry, and innovation hype cycles. No amount of world-class tech matters if we lack the skilled people to apply it, responsive institutions to govern it, or financial systems to scale it. Technology sovereignty cannot be achieved in silos.
The Power of Public-Private Partnerships
This is where public-private partnerships (PPPs) become not just helpful, but essential. PPPs provide the bridge between vision and execution, between high-level strategy and on-the-ground realities. They bring industry insight into public planning and bring public responsibility into private ambition.
Take, for instance, the Turkish Aerospace Malaysia Apprenticeship Programme, developed in collaboration with MIGHT, the Ministry of Higher Education (MOHE), and a consortium of 10 Malaysian universities. This initiative is a shining example of building future capability beyond just hardware. It immerses young engineers in real-world aerospace design and manufacturing, providing not only technical skills but also leadership exposure and innovation culture. That’s a model of skills and talent development that aligns with our FIRST framework – an investment not in tools, but in people.
Equally impressive is the transformation we see with UzmaSAT-1. Here is a case of a local energy company, Uzma Berhad, evolving into a tech-driven organisation by deploying Malaysia’s first commercially-operated high- resolution Earth observation satellite. By investing in local AI and geospatial capabilities, UzmaSAT-1 reduces foreign dependency and contributes to national resilience. They are not only leveraging advanced technology; they are building the ecosystem around it, including local talent and applications. It’s a lesson in follow-through – turning investment into national value.
At MIGHT, our role has always been to serve as the bridge – not just between government and industry – but between the present and the future.
Our approach is rooted in the 3Cs: Conversation, Collaboration and Co-Creation. We listen deeply, connect meaningfully, and design futures collectively. Technology sovereignty is not a one-time declaration – it is a sustained commitment that demands long-term follow-through, trust-building and systemic reform.
Leadership: The Deciding Factor
The success of these initiatives hinges not only on innovation or infrastructure, but also on leadership. Not just leadership in title, but leadership in action. Technology sovereignty is a bold ambition that requires bold decisions.
It demands leaders who are willing to look beyond the next quarter or budget cycle and commit to transformative outcomes that may only yield results five or ten years down the road.
Leadership today must mean cultivating a culture of long-term thinking and calculated risk-taking. In a world increasingly shaped by uncertainty and rapid technological disruption, this kind of leadership is our most strategic asset. We need champions at every level – in boardrooms and ministries, in research labs and classrooms – who are willing to move past transactional goals and into transformational missions.
Institutional capacity-building must be seen not just as a governance exercise, but as a leadership imperative. Middle managers in government, administrators in academia, and rising leaders in the private sector must all be empowered to lead with purpose, not just position. These are the individuals who will operationalise our policies, execute our strategies, and breathe life into our visions.
To meet the ambition of becoming a resilient, competitive and sovereign tech-driven nation, Malaysia needs to grow a new generation of leadership – not just on the ‘what’ of technology, but on the ‘how’ of leadership, the ‘why’ of national purpose, and the ‘who’ that will carry this mission forward.
Let us lead not only with tools, but with trust. Let us build not only with knowledge, but with courage. Let us co-create a future where Malaysia not only keeps up with the world – but helps define it.
Looking Ahead
Malaysia’s path toward reindustrialisation and technology sovereignty is not a simple one, but it is a necessary one. We cannot afford to be passive participants in a tech- driven future. We must shape that future intentionally, inclusively and intelligently.
The challenge is not just to adopt new technologies but to build the institutions, leadership and partnerships that allow those technologies to thrive. It is about follow- through – making sure our ambitions don’t stay on paper but live in practice, talent and outcomes.
In the spirit of those who first planted the seeds of science and technology in Malaysia, and with the strength of today’s shared aspirations, we at MIGHT stand ready to chart this path with all willing partners.
Let us lead not just with plans, but with purpose.
