Unlike research works in academia based on researchers'non-binding thinking, AIST should first focus their efforts to select i) comprehensive, medium- to long-term development tasks in consideration of industrial and social needs, ii) large-scale projects difficult to be exercised by universities, or iii) researches integrating multi-disciplinary areas; then press those researches on with relevant specialists collected from within the Institute. In this way, augmented endeavor will be needed for dynamic management of AIST. With the previous organizations under MITI combined together, which had fifteen different missions, it is essential to make the identity of New AIST clearer, to enhance the sense of solidarity among staff members, to make efforts for carrying out efficient R&D works, and to contribute to the society through the development of advanced technology leading the world industry. Such a comprehensive and dynamic project management is of enormous importance

For selecting specific research themes, it is crucial to resort to open process with high transparency, so that not only opinions from the AIST but also those from the industry and the society in general could be well reflected. In regard to the planning of medium- and long-term developments, strategic approaches and systems for their implementation should be investigated.

The merits of research organizations, including three categories of research units: research centers, research institutes/research divisions and research initiatives; and the graded allocation of research expenses cannot be assessed properly at this point after one year's experience only. Due to the short time of discussion, the Advisory Board failed to obtain detailed information on which of previous laboratories were merged to formulate each research unit, how researchers have been re-grouped, which of three missions have been given priority, and so on. Should any one be doing research works merely as an extension of those in the previous organization, without shaking up one's thinking to adapt to the new organization, the new environment and the clear targets, this had to be amended immediately.

The R&D strategy should be built up not by the mere compilation of an individual technology development, but on comprehensive footing to cover impacts of research results, if successfully commercialized, to individuals, societies and global environment. Such an approach can be realized only by the AIST where many research laboratories with diverse missions and specialties were integrated. Should positive R&D efforts be focused on specific problems which Japanese society must resolve, in addition to priority research areas, such as biotechnology, information technology and nanotechnology, where advanced countries in the world are competing vehemently, those efforts might result in leading-edge technologies which would lead other countries in the future

While massive efforts directed to research collaborations among industrial, academic and government sectors can be appreciated, further striving may be needed for increasing substantial collaborations. Various methods including personal exchanges, joint researches, venture incubations have been strengthened; more substantially effective way should be sought.

It is also important to build up research environment where the equipment and facilities of state-of-the-art quality and highest possible grade are provided, and scientists and engineers of international class can proudly devote themselves to R&D works.

The evaluation can be made based on the degree of accomplishments in reference to terms and milestones of the research schedule, as specified by the previously set up R&D plan. In evaluation, therefore, it is desirable to review not only the appropriateness of the R&D plan but also the degree of achievements. Then, it is critical to fix beforehand a "yardstick of evaluation" corresponding to the category of R&D plan.

It must be admitted that the Meeting of the AIST Advisory Board, 2002, failed to capture the actual status of AIST owing to the shortness of time, and the discussion lingered at the level of overview. From the next meeting on, the Board will hopefully provide in-depth assessment for focused items.