As digital transformation accelerates, data has transcended being mere information to become a core asset that determines the survival of nations and enterprises alike. Just as oil was the engine of economic growth during the industrial era, data has emerged as the “oil of the 21st century” in today’s intelligent information society, fueling artificial intelligence (AI) and high-tech industries. Consequently, the ability to secure and utilize data is no longer just a technical challenge; it has become a decisive benchmark for measuring a nation’s future competitiveness.
To fully unlock the latent potential of data, a large-scale data infrastructure capable of systematically collecting, refining, and managing fragmented information is essential. However, establishing and operating such infrastructure requires massive capital investment and long-term maintenance capabilities. For individual companies, building a standardized data framework that encompasses an entire industry is nearly impossible due to these economic and technical burdens. Furthermore, leaving this task solely to the private sector risks side effects such as data monopolies by tech giants and a widening digital divide for small and medium-sized enterprises.
In light of these realities, global precedents such as Europe’s NOMAD and the United States’ Materials Genome Initiative (MGI) offer critical insights. These initiatives demonstrate how a strategic, state-led approach can build public data-sharing platforms that foster industry-wide data competitiveness. They serve as prime examples of how the openness of research data and standardized management systems can fundamentally shift industrial paradigms and drive sustainable innovation.
Based on these precedents, it is clear that we must move beyond the fragmented, “every-man-for-himself” approach to data acquisition. Instead, a unified national perspective is required—a necessity now recognized by many countries across the United States, Europe, and Asia. Establishing a public-led data infrastructure is no longer a matter of choice, but a vital strategy to provide a “reliable soil” of data upon which private-sector creativity and innovation can flourish without interruption. Only through this foundation can we secure true leadership in the data economy and open new horizons for future industries.
Specific Necessity of Public Sector Leadership
Why must the construction and operation of large-scale data infrastructure be led by the public sector rather than private entities? Fundamentally, building such infrastructure entails not only massive budget outlays but also long-term investment from which it is difficult to expect short-term profits. If approached solely through the logic of private capital, foundational or public-interest data with low immediate profitability will inevitably be marginalized. Therefore, the necessity of public-led infrastructure can be understood through three key perspectives.
First, to realize the true vision of “Open Science.”
The value of data is maximized when it is shared. However, it is inherently difficult for profit-seeking private companies to voluntarily release data they have painstakingly accumulated for free. Creating an environment where data is transparently disclosed for non-profit purposes—utilizing mechanisms like Creative Commons (CC) licenses, similar to NOMAD or the Materials Project—is a public-interest mission that can only be fulfilled when accompanied by public sector cooperation and support. Such efforts serve as a sturdy foundation for diffusing the value of data across society through an open research ecosystem, much like the EU’s Horizon Project.
Second, to lead the compliance and establishment of the “FAIR Principles,” which are becoming the global standard.
The management of data is far more critical than its mere accumulation. To build a data infrastructure that is practically useful, it must ensure that all users can easily locate data (Findable), access it through defined procedures (Accessible), and experience seamless integration between different systems (Interoperable). Furthermore, data must be maintained so that it is consistently available for future use (Reusable). Adhering to these so-called “FAIR Principles” is essential. To transplant such rigorous standardization across an entire industry and cultivate an orderly data ecosystem, the strong leadership of the public sector in standardization is an absolute prerequisite.
Third, to bridge the “data divide”—a pressing social challenge—and provide equitable opportunities.
Currently, data and AI technologies tend to be concentrated within a few giant corporations that possess immense capital and human resources. In this environment, guaranteeing the right to access high-quality data becomes the only “ladder” for startups and small-to-medium enterprises (SMEs) to narrow the competency gap with large corporations and ensure their survival. By providing a level playing field for all economic actors regardless of their size, public-led data infrastructure plays a pivotal role in maintaining the diversity of the industrial ecosystem and sustaining the innovative momentum of the nation as a whole.
Ultimately, public-led data infrastructure transcends the interests of any specific entity; it is the most reliable method to strengthen the fundamental stamina of the entire national industry and realize true digital inclusivity.
Real-world Constraints Faced by Private Enterprises
The emphasis on the public sector’s role is not driven solely by altruistic or public-interest goals. Even when private companies recognize the importance of data sharing, the practical constraints and hurdles they face in taking the lead to open or share their data are simply too overwhelming.
The first major barrier is the issue of “Protecting Trade Secrets.”
In a free-market economy—and particularly in recent years—the data a company holds has become its unique competitive edge and its very strategy for survival. Data such as manufacturing process know-how, customer behavior patterns, and recipes for new materials are the hard-won results of decades of trial and error and massive financial investment. If such data were to be exposed to the outside world without proper safeguards, a company would not only lose its market advantage instantly but could also face a fatal blow that threatens its very existence. We must recognize that asking an individual company to share its data voluntarily can be a harsh demand, akin to asking them to lay down their most powerful weapon.
Furthermore, data sharing has now expanded beyond the corporate level to become a matter of “National Security and Strategic Technology.”
In the midst of intensifying global hegemony competition, data in core strategic sectors—such as semiconductors, batteries, and quantum technology—has become a vital security asset that determines the fate of a nation. If such critical technical data is leaked abroad or misused during the sharing process, it poses a threat akin to a national disaster, far beyond mere economic loss. Given the entanglement of such sensitive information, relying solely on a voluntary and loose sharing system led by the private sector carries excessive risk.
Ultimately, these complex constraints mean that voluntary data sharing within the private realm inevitably hits a ceiling. What we need now is not to leave private companies to manage their data in silos, trembling with anxiety over the potential leak of their precious assets.
Instead, the public sector must take the lead in establishing robust security systems and reliable governance, creating a safe data transaction environment where companies can trade or utilize data with confidence. Within this trusted fence designed by the public, enterprises can focus entirely on data-driven innovation without worrying about trade secret leaks or security threats. In this way, the public sector can alleviate the difficulties faced by the private sector while ensuring the gears of data sharing begin to turn once again.
A Virtuous Ecosystem of Public-Private Collaboration: The “Hub”
Our ultimate goal should be the establishment of a virtuous ecosystem where the public and private sectors clearly divide their roles to create synergy. In this ecosystem, the public sector must go beyond being a mere repository for storing information; it must serve as the central axis and “Hub” that facilitates the smooth flow of data and the creation of value. In other words, when the public sector prepares the soil by generating high-quality foundational data and managing it stably, the private sector can then graft creative ideas onto that soil to produce innovative services.
For such a virtuous ecosystem to function effectively, two core elements must be established.
First, the public sector must serve as a “trusted and fair mediator.”
The data ecosystem is populated by numerous private enterprises, many of which are in fierce competition with one another. It is only natural that companies are reluctant to entrust their data to a platform led by a direct competitor. In this context, the public sector must maintain a neutral stance, balancing complex interests between firms and ensuring that the data rights of each participant are strictly protected. Only when the infrastructure of “trust” provided by the public sector is guaranteed will private companies feel secure enough to participate in the ecosystem, sharing and combining their data.
Second, we must actively benchmark successful “global collaboration models” and adapt them to our local context.
There are already several international examples where the integration of private innovation into public infrastructure has sparked explosive growth. A prime example is the United States’ Materials Genome Initiative (MGI), which established public databases like the Materials Project and AFLOW. By organically linking these with private research labs and corporations, they dramatically shortened the development cycle for new materials. Following such models, South Korea must build a robust, state-led data infrastructure while fostering an open ecosystem where private-sector creativity and flexibility can be fully unleashed in its operation.
Ultimately, the public sector, as a “hub,” should not be a barrier to private innovation through regulation but rather serve as a solid stepping stone that enables the private sector to soar to greater heights. When high-quality data supplied from a robust public infrastructure flows through the branches of private technological capabilities, our entire industrial landscape will generate innovative services and added value that are incomparable to previous levels. This represents the future map of the data economy that both the public and private sectors must collaboratively design.
Conclusion: Recommendations for Future Industrial Innovation
Data infrastructure must not remain a static repository of vast information. It should become a powerful engine that fuels the creation of new knowledge and accelerates innovation across industries. In the era of digital hegemony competition we face, the quality of data infrastructure directly correlates with a nation’s industrial competitiveness. If the government and public sector take the lead in establishing a solid foundational infrastructure, allowing the private sector to run freely without constraints, and if the stability of the public sector combines with the dynamism of the private sector, we will finally secure overwhelming competitiveness in the global AI market and data economy.
Building a public-led data infrastructure to solidify data sovereignty and strengthen the fundamental competitiveness of the national industry is no longer a matter of choice that can be postponed. It is a survival strategy for future generations and an essential path that South Korea must pursue to solidify its status as a digital powerhouse. Through this, we can truly leap into a genuine data economy era.