Editorial - 24-6

John McDougall's arrival in Ottawa to assume the presidency of the National Research Council coincides with a critical juncture in the organization's history. Struggling to eliminate a large deficit and faced with a tight fiscal environment for the foreseeable future, Canada's largest network of government laboratories is challenged to carve out a new, productive role for itself in the 21st Century.

It's a large, complex task and it requires leadership that's tough yet versatile, with the ability to achieve common consensus and direction across a diverse range of facilities and research types to produce the outcomes required to fulfill an ambitious mandate.

Alberta born-and-bred, McDougall has an impressive background as an effective executive manager and change agent. This last 12 years were spent at the Alberta Research Council (ARC), overseeing and executing its remarkable transformation from traditional government-funded laboratory to a market-oriented facility which generated the bulk of its revenue from industry.

In 2004, when ARC sought to increase its role in life sciences, McDougall spoke of the challenge of changing ARC's institutional culture to facilitate a productive integration with the province's life sciences strategy. He uses similar language to describe the task he sees before him at the NRC.

By stressing focus, sustainability and communication as his top three priorities, there's no doubt change is afoot at the NRC. The status quo is not an option and McDougall appears to have the skill set to enact positive, meaningful change.