PUTRAJAYA, July 31 — Former chief statistician Datuk Seri Mohd Uzir Mahidin said the Statistics Department (DOSM) must move beyond its traditional role of collecting and publishing data, and instead publish predictive, forward-looking statistics to support faster and more informed policymaking.
In a recent exclusive interview with Media Selangor, Uzir said the growing complexity of national issues, ranging from the digital economy and the ageing population to tourism and food security, requires DOSM to continuously evolve and develop more specialised expertise.
“We have to recognise that developing the country is becoming increasingly complex. Decisions now have to be made across multiple dimensions, and the most important factor is speed.
“We must ensure DOSM’s statistical services remain up to par.
“Our capabilities must remain dynamic because the skills we have today may no longer be sufficient unless they are continuously developed and enhanced,” he told Media Selangor.
Uzir also said the country must develop talent and nurture greater passion for professions in statistics because strengthening capabilities is an ongoing journey.
“People are now much more familiar with DOSM’s statistical services, and expectations continue to rise. That means we must keep improving to meet those growing expectations,” he said.
He said this when asked about his advice for the department and his successor Siti Asiah Ahmad, who took over the role on July 15. Uzir officially retired on July 8 after 36 years in the public service and nearly nine years leading DOSM.
Uzir said DOSM should focus more on statistical modelling, forecasting and predictive analytics instead of relying solely on conventional statistics production.
“We need people who can develop modelling and prediction. This is not about ChatGPT or artificial intelligence alone… It requires intelligence and expertise that are not available in the public domain,” he said.
Uzir elaborated that advanced statistics agencies in developed countries have already shifted their focus from primary data collection towards producing specialised insights through modelling and analysis.
“In countries like the Netherlands, many statisticians are experts in demographics, economics, and environmental statistics. They are not generalists. They serve as national reference experts and provide insights,” he said.
He emphasised that DOSM has already started developing statistical products such as the National Food Security Index, ageing population dashboards, and agricultural price transparency initiatives, but said more predictive indicators are needed to anticipate future challenges.
“We want to bring many of these areas forward by making them predictive and forward-looking, while ensuring the margin of error remains small so policymakers can make decisions with confidence,” he said.
Retaining talent
One of DOSM’s biggest challenges remains retaining skilled talent, Uzir said.
The shortage is particularly apparent among data scientists, who are increasingly being lured in by the private sector with significantly higher salaries.
“Every sector needs data scientists. The private sector, for example, requires people who can analyse consumer data and understand consumer behaviour.
“Many of the data scientists we have trained at DOSM eventually receive job offers that pay two or three times more elsewhere. That remains one of our biggest challenges — how to retain our talent,” he said.
“We have to nurture (talent), develop passion for the profession, give people trust and the opportunity to explore. Statistics is only a tool. The real question is how we use statistics to solve problems.
“When people outside know someone has worked at DOSM, they are eager to recruit them because they recognise the value of that experience. It has become even easier now that the pension scheme is no longer in place,” he said.
Although government salaries generally keep pace with inflation, Uzir said they are often insufficient to retain high-skill specialists.
“The salary structure may be aligned with inflation, but it does not necessarily reward talent.
“These are people who can build sophisticated analytics and dashboards internally, reducing the need to spend millions of ringgit on external consultants,” he said.
Besides remuneration, he added that younger employees expect meaningful work, greater workplace flexibility, and a supportive environment that encourages creativity.
Uzir said organisations can no longer operate on the assumption that the boss is always right, as younger employees want the opportunity to contribute ideas and grow professionally.
