The COVID-19 pandemic brought challenges unprecedented in scale, impacting not only public health systems but also economies, societies, and politics globally. Malaysia’s response to the pandemic, under the leadership of Tan Sri Dr. Noor Hisham Abdullah, offers a compelling case study of crisis management, resilience, and visionary leadership. As former Director-General of Health, Tan Sri’s multifaceted career—spanning surgery, administration, and policy advocacy—highlights the importance of expertise and dedication in addressing complex public health issues. This article explores his journey, contributions to healthcare, and the lessons that can be drawn from his experiences.
Early Life and Career Aspirations
Tan Sri’s path to becoming a renowned surgeon and healthcare administrator reflects his passion for service and excellence. Early in his medical training, he was faced with choosing a specialisation. Encouraged by a professor’s advice to align his career with his personality, Tan Sri Dr. Noor Hisham opted for surgery over internal medicine, as he was more inclined toward action and hands-on work. His decision to specialise in breast and endocrine surgery stemmed from a desire to integrate the diagnostic precision of endocrinology with the practical problem-solving of surgery. This dual expertise enabled him to diagnose, treat, and manage patients comprehensively.
During his formative years, Tan Sri’s commitment to mastering his craft led him to refine his skills and develop the decisiveness essential for a surgeon. His ability to combine calmness under pressure with evidence-based decision-making became a hallmark of his practice. These attributes later proved invaluable during his tenure as Director-General of Health, where he navigated complex administrative and clinical challenges.
Transition to Leadership
In 2008, Tan Sri Dr. Noor Hisham faced a pivotal moment in his career. Despite his dedication to surgery, he was called upon to take up an administrative role as Deputy Director-General of Health. Initially hesitant, he recognised the opportunity to influence healthcare policy and systems from within. His condition for accepting the role—that he would continue practicing surgery at least once a week—reflects his enduring passion for patient care.
As an administrator, Tan Sri prioritized bottom-up approaches to policy-making. He emphasised the importance of understanding ground realities to develop effective strategies. His focus on creating conducive environments for healthcare providers, improving training programs, and optimising hospital services underscored his commitment to systemic improvements. By leveraging his clinical experience, he bridged gaps between policy and practice, ensuring that decisions were informed by frontline realities.
Handling Complex Surgeries and Ethical Decisions
Tan Sri’s surgical expertise was tested in numerous challenging cases, including complex redo operations and life-threatening conditions. One notable example involved a patient with follicular thyroid cancer requiring surgery in the thorax—an area outside the typical scope of endocrine surgery. Despite initial reservations and the high-risk nature of the procedure, Tan Sri’s meticulous planning and perseverance ensured the patient’s survival.
Such cases highlight the ethical dimensions of surgical practice. Surgeons often face dilemmas where the odds of success are low, and the stakes are high. Tan Sri’s approach—combining clinical judgment with a reliance on intuition or “sixth sense”—demonstrates the importance of holistic decision-making. His experiences underscore the role of trust, both in one’s team and in a higher power, as a source of strength during difficult moments.
Leadership During the COVID-19 Pandemic
The COVID-19 pandemic marked a defining period in Tan Sri Dr. Noor Hisham’s career. As Director-General of Health, he spearheaded Malaysia’s response to the crisis, navigating uncharted territory with limited resources. The early stages of the pandemic were particularly challenging, as diagnostic kits and vaccines were unavailable. Recognising the gravity of the situation, Tan Sri implemented preventive measures, including lockdowns, to curb the spread of the virus.
One of the most critical moments occurred when a Malaysian citizen returning from Brunei tested positive for COVID-19 after attending a religious gathering involving thousands. The subsequent spike in cases necessitated swift action, leading to Malaysia’s first lockdown on March 18, 2020. Tan Sri’s data-driven approach and clear communication were instrumental in rallying public support and achieving a temporary reduction in cases.
Tan Sri’s leadership during the pandemic extended beyond crisis management. He championed the integration of public and private healthcare resources to address system-wide challenges. By outsourcing services such as heart surgeries and radiotherapy to private hospitals, he reduced congestion in public facilities and ensured timely treatment for patients. His advocacy for equitable healthcare access, especially for underserved populations, reflected his commitment to social justice.
Vision for Healthcare Transformation
Tan Sri Dr. Noor Hisham’s tenure as Director-General was characterised by a forward-looking vision for healthcare. He recognised the need for systemic transformation to address long standing issues, including underfunding, understaffing, and the imbalance between public and private sectors. His advocacy for a white paper outlining healthcare reforms aimed to create a sustainable system integrating public and private resources effectively.
A key aspect of his vision involved addressing healthcare financing. Tan Sri proposed mechanisms to ensure universal coverage while optimising resources. For instance, he highlighted the potential of insurance schemes to reduce the financial burden on the government and enable seamless patient transitions between public and private sectors. His focus on accessibility, affordability, and quality underlined the need for equity in healthcare delivery.
Addressing Challenges in Medical Training and Workforce Retention
Tan Sri Dr. Noor Hisham also sought to improve medical training and address workforce challenges. Acknowledging the demanding conditions in public healthcare, he emphasised the importance of creating conducive environments to retain talent. Initiatives such as allowing specialists to practice privately once a week and providing additional income opportunities were designed to mitigate the exodus of doctors to private sectors. Tan Sri also suggested on public-private integration whereby quality of sevices becomes the primary motivation for people to opt for their treatment location. For instance, at UCSI, they have a public wing called ‘Rakyat Wing’ where patients get access to services at more affordable prices. Similarly, private wings can be explored in public hospitals.
He also advocated for reforms in medical training, emphasising the need for a balance between knowledge and practical experience. His support for standardized curricula and global training opportunities aimed to elevate Malaysia’s medical education system to international standards. By fostering a culture of continuous learning and innovation, Tan Sri sought to equip future generations of healthcare professionals with the skills needed to navigate evolving challenges.
Lessons in Leadership and Resilience
Tan Sri ’s journey offers valuable lessons in leadership and resilience. His ability to navigate multiple roles—as a surgeon, administrator, and public health advocate—demonstrates the importance of versatility and adaptability. His emphasis on sincerity, passion, and dedication serves as an inspiration for aspiring leaders in healthcare and beyond.
One of the key takeaways from his experiences is the significance of decision-making. Whether in surgery or policy, Tan Sri’s approach underscores the need for evidence-based decisions informed by ground realities. His belief that “no decision is a decision” highlights the risks of inaction and the importance of timely interventions.
Another critical lesson is the value of teamwork and trust. Tan Sri Dr. Noor Hisham’s success in handling complex surgeries and managing the pandemic was rooted in collaboration among medical staffs and gaining trust from the public. He was committed at doing daily press conferences, explaining the situation using layman terms as if he’s talking to one household at a time and not thousands of Malaysians tuning in from home.
Conclusion
Tan Sri Dr. Noor Hisham Abdullah’s contributions to Malaysia’s healthcare system exemplify the impact of visionary leadership. From his early days as a surgeon to his tenure as Director-General of Health, and now as a retired but practising civil servant, he has consistently prioritised patient care, systemic improvements, and equity. His leadership during the COVID-19 pandemic showcased his ability to navigate crises with calmness, decisiveness, and resilience.
As Malaysia continues to evolve, Tan Sri ’s vision for integrated healthcare systems between the private and public healthcare sectors, and sustainable financing offers a blueprint for future reforms. His emphasis on collaboration, innovation, and social responsibility serves as a reminder of the collective effort required to achieve meaningful change. COVID-19 was clear evidence that Malaysia’s health care can stand as a united front, through optimisation of resources and manpower by both public and private sectors. Through his legacy, Tan Sri Dr. Noor Hisham inspires not only healthcare professionals but also individuals across disciplines to pursue excellence and make a difference in their communities.