Professor Chun Ju Chang, a prominent cancer biologist and educator, is highlighting the urgent need for stronger mentorship and education in cancer research. With decades of experience at leading institutions in the United States and Taiwan, Chang advocates for increased focus on training, supporting, and guiding young scientists during the early stages of their careers. She asserts that cancer research relies fundamentally on people, not just equipment or funding, and that investing time and attention in current researchers is essential for future scientific advancement.
This call for action comes at a critical juncture. The World Health Organization projects global cancer cases will rise to 28 million per year by 2040, intensifying pressure on research systems worldwide. Concurrently, studies indicate many early-career scientists leave research within their first decade due to burnout, insufficient guidance, and unclear career trajectories. Research published in Nature reveals that early-career scientists with strong mentors are twice as likely to publish high-impact studies and remain in research roles long-term. Despite this evidence, structured mentorship remains inconsistent across institutions.
Chang has observed this gap directly in her career, which spans major institutions including UCLA, the University of Texas MD Anderson Cancer Center, and Roswell Park Comprehensive Cancer Center in New York. She currently serves as a Professor at China Medical University in Taiwan, where she combines research leadership with hands-on teaching. Chang believes effective mentorship cultivates more than technical skills; it fosters judgment, resilience, and confidence. She notes that experiments frequently fail, and the ability to troubleshoot calmly stems from guidance rather than textbooks.
Mentorship also significantly impacts diversity and inclusion in science. According to UNESCO, less than 30% of researchers worldwide are women, with even lower representation in senior roles. Chang views mentorship as a powerful tool for change, stating that talent is ubiquitous but consistent support is often lacking. When individuals feel recognized and guided, they are more likely to persist and contribute meaningfully. Furthermore, well-mentored teams tend to produce clearer data, commit fewer errors, and collaborate more effectively, directly influencing the quality and pace of cancer discovery.
Rather than focusing solely on policy reforms or institutional mandates, Chang emphasizes personal action. She encourages individuals across education, science, and the broader community to take practical steps such as encouraging curiosity in students, sharing knowledge openly—especially lessons from mistakes—offering informal guidance to early-career researchers, promoting inclusive environments, and supporting science education through various programs. Chang contends that small, cumulative actions can make a substantial difference, potentially preventing promising researchers from abandoning their careers during challenging moments.
As cancer research grows increasingly complex, Chang anticipates that mentorship will become even more vital. She concludes that while scientific methods will continue to evolve, the need for effective guidance will remain constant, and prioritizing mentorship could unlock greater potential in the fight against cancer.
