This figure elicited a low gasp in the meeting room. He continued to elaborate, his speech accelerating: "Moreover, the way funds are used must be boldly innovated and break the norm! We must adopt a model combining 'task-based leadership,' 'post-subsidy rewards,' and 'stage equity investment!' No matter who it is, regardless of background, as long as they have the skills and ability to solve the 'bottleneck' issues on the list, give them the task and resources! Whoever breaks through the critical bottleneck will be heavily rewarded! Ensure that the best resources are used to their fullest; we cannot let the warriors fighting at the front fall due to a shortage of 'ammunition' on the path of a charge!"

The head of the Ministry of Health immediately followed with key recommendations from the application side, his voice steady and pragmatic: "In addition to strong support for upfront research and development, the pull from the backend application is equally important and may even determine whether innovative results can truly take root. We can immediately coordinate with the National Disease Control Center, top public hospitals, and drug review agencies to create a specialized 'green review channel' for scientific data based on domestically produced equipment, reagents, and software, as well as potential innovative drugs, therapies, and vaccines that may be born from this, under the absolute premise of strictly ensuring research ethics, data security, and effectiveness. By doing so, we can shorten the approval cycle and reduce systemic costs. Simultaneously, in nationally-led major scientific research projects and public health system procurement, preferential procurement and application of validated domestic high-end scientific research instruments and reagents should be explicitly stated. We must use the nation's credibility and tangible application scenarios to endorse indigenous innovation products, helping them cross the trust threshold from usable to good to willing to use, achieving the autonomy of our scientific research tools! Scientific research tools are like the machine tools of industry, the most fundamental of fundamentals, and we must be self-reliant!"

His suggestions were very specific, directly addressing the pain points.

Other representatives also followed up, proposing support schemes from their respective fields: the education department promised to initiate the "Top Biotechnology Talent Directed Cultivation and Introduction Plan," the human resources and social security department expressed intentions to improve high-end talent settlement, children's education and other guarantees, and the intellectual property department proposed establishing a "fast-track review and key protection channel"...

The atmosphere in the meeting room grew increasingly heated.

Discussions, supplements, improvements... Officials from different departments and backgrounds were vigorously exchanging ideas for a common goal. The barriers of departments and the boundaries of functions were quickly broken and dissolved in the face of a topic concerning the nation's future and destiny. Matters that might typically require months or even years to coordinate were rapidly reaching consensus here.

After hours of intense discussion, decision-making plans embodying the national will and reflecting the advantages of a new national system gradually became clear and formed:

Establish the highest-level "Biopharmaceutical Core Tool Innovation Task Leadership Group": Led by a vice-national leader, with key officials of relevant ministries as deputy leaders, forming a cross-departmental, cross-field unified command system, breaking down segmentation, achieving the most efficient overall coordination and resource allocation, ensuring smooth policy implementation, overcoming obstacles, and bridging challenges.

Launch the "National Scientific Research Instrument Equipment Autonomy Action": Incorporate the "Breaking Wall" project and its alliance enterprises into the nation's highest priority support list, with an initial investment of billions in special funds. Adopt an innovative model of "demand traction, alliance breakthrough, national backing," whereby for equipment and reagents successfully developed by alliance enterprises, the nation directly procures and promotes them through various means such as R&D cost subsidies, first (set) major technical equipment risk compensation, promotion application rewards, etc., vigorously stimulating the market and solving the "first mile" application challenges of innovative products, forming a positive cycle of "R&D-application-feedback-iteration."

Implement the "Top Talent Return and Gathering Special Plan": Issue a sincere and powerful call specifically globally, particularly to Chinese scientists, engineers, and strategic management talents working in the core R&D institutions and top laboratories of international giants. It offers internationally competitive salaries, top-tier research start-up funds, and autonomy in team building, and also provides "one-stop," "housekeeper-style" attentive support in housing, children's education, spouse employment, healthcare, etc., thoroughly resolving their concerns so they can devote themselves wholeheartedly to this great undertaking.

Introduce a "Package" of precise tax and financial support policies: For companies involved in breakthroughs, the research and development cost deduction ratio is raised to unprecedented levels; for venture capital institutions investing in this field, corresponding tax reductions are offered; policy banks and commercial banks are encouraged to provide ultra-low interest, long-term special loans; a "white list" system is established to support eligible alliance enterprises to preferentially list and finance on the Sci-Tech Innovation Board and other capital markets, opening channels for direct financing.

Construct an "integrated government-industry-university-research-application" collaborative innovation platform: With Yang Ping's research group and Ruixing Alliance as core nodes, mandatorily promote the deep binding of national scientific research platforms, key laboratories, clinical medicine centers, and alliance enterprises, implementing an innovation model of data sharing, equipment sharing, joint research and development, risk sharing, and achievement sharing under safe conditions, forming a close innovation community, avoiding redundant input and internal friction, gathering strength into a fist, and forming synergy.

The senior leader made a concluding statement at the end. He slowly stood up, placing both hands on the desktop, slightly leaning forward, his gaze sweeping across each participant. His voice remained steady, yet seemed to contain the lava-like energy of an imminent volcano, with each word as firm as a hammer:

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