Following the successful migration of semiconductor foundries business to Taiwan, IC design houses are now flowing to Asia. As a result, the opportunities for venture capital investments in Greater China are increasing. Based on on-the-ground experience gained during the past ten years dealing with high-tech venture businesses between Silicon Valley and Asia, Jesse Chen will share his unique perspective on the changing dynamics of risks, timing, business sectors etc. for optimizing investments in the high tech industry in Greater China.

Jesse Chen is managing director of Maton Venture. Maton is a global venture with strategic investors and VC partners from the U.S., Europe, Japan, and Taiwan. Launched in October 1997, Maton now has thirty-two portfolio companies across Semiconductor, Communication, Software and other Information Technology industries. As of December 2002, three have gone public and five have been acquired. Jesse currently serves as board member for eleven companies.

Before Maton, Jesse co-founded BusLogic, Inc. in 1988 and served as CEO and president until it was acquired in 1996. BusLogic designed and marketed ASIC, Board and Software for the computer storage industry. Under Jesse's leadership, BusLogic achieved twenty-two quarters of consecutive growth and profitability, yielding BusLogic's first investor more than sixty times return of investment within six years. BusLogic is now part of IBM.

Jesse also served as chairman of the Global Monte Jade Science and Technology Association from 1998 to 2000 and served as Chairman of Monte Jade West from 1997 to 1998. Monte Jade has more than one thousand high tech corporate members throughout North America and Asia and more than fifty are public companies.

During the past decade, multinational companies (MNCs) have made radical institutional changes: instead of generating research and development (R&D) knowledge solely in central laboratories in home countries, they have shifted their strategy to developing the capability to absorb and utilize cutting-edge technologies worldwide. Based on over 80 interviews with mainly electronics and pharmaceutical companies in Europe, Japan and the United States, this presentation addresses the question: How have MNCs developed their capability to evaluate, internalize, and utilize external R&D knowledge from abroad? Still a work in progress, this research provides an understanding of the evolutionary process of internationalization of R&D as well as the various strategies of Japanese and European high technology MNCs to absorb new technologies from US and Europe.

Biography: Seiko Arai is a doctoral student at the University of Oxford, UK, and currently a visiting scholar at Shorenstein APARC, Stanford University. She obtained a bachelor's degree in law and political science from the University of Tokyo, Japan, and a Masters in public policy from Harvard University. She has worked for the Japanese government and the headquarters of the Organization for Economic Cooperation and Development (OECD), France, in the areas of science and technology and education policies.

This talk will discuss Wipro's growth to become one of India's top three software service providers and its readiness for the future. To achieve its current position, a key strategy was to develop human capital by providing an entrepreneurial working environment and undertaking a higher level of complexity of work than available with competitors, supplemented by an internal degree program. How will this strategy help the firm in the emerging environment characterized by a slowdown in traditional businesses, strategic shifts towards high-end work and the growth of untraditional, IT-linked businesses (such as business process outsourcing)?

12:00 p.m. Akira Kobayashi, Japan Patent Office (DO) "How to Handle Patents in Venture Companies" 12:20 p.m. Joseph Huang, AllCan Investment Company (MH) "Venture Capitals and Entrepreneurship in the Silicon Valley and the Greater China Region" 12:40 p.m. Seishi Nakatani, Shiraimatsu Pharmaceutical (DO) "Evaluation of the IT Industry Potential" 1:00 p.m. Tetsuo Fujita, Japan Research Institute (GS) "The Role of Information Technology on the Economic Development of Japan" 1:20 p.m. Makoto Kawashima, Ministry of Finance (DO) "Recent Changes to the Banking Business Model and the U.S. Response" 1:40 p.m. Eui Yong Chung, Samsung Company (GS) "Collaboration Between the U.S. and Korea in the Semi-Conductor Industry"

The success of India's export-oriented software industry is well known. Whether information technology (IT) can contribute to development beyond the obvious income effects generated by software exports depends on how pervasive are IT's impacts on the economy, ranging from improving the efficiency of existing businesses, to enabling new kinds of goods and services. In a developing country such as India, it is of particular interest whether such benefits can reach the poor, and even help in directly reducing the deprivations associated with poverty. Professor Singh's talk and paper will examine two ongoing experiments that aim to provide IT-based services to rural populations in India. Several features distinguish these experiments from others: a combination of public and private efforts, with "nonprofit" organizations acting as catalysts; goals of commercial sustainability, both for the local entrepreneurs and the nonprofits; and an eclectic approach to the services that are sought to be provided. The paper's main contribution is to draw some preliminary lessons from comparing two different approaches in localities that are geographically close and economically similar. While the ultimate goals of the two organizations studied are quite similar, he identifies some important differences in implementation that may have more general implications for the success of such experiments. Nirvikar Singh is currently Director of the Business Management Economics Program at the University of California, Santa Cruz, where he is Professor of Economics. He teaches courses on business strategy, technology and innovation, and electronic commerce, as well as graduate microeconomic theory. He has consulted for the World Bank and for high-tech start-ups in Silicon Valley. Professor Singh's current research topics are electronic commerce, business strategy, technology and innovation, governance and economic reform in India, federalism, international water disputes, and economic growth.

Terrorism is a good example of the new security threats that seriously challenge what is still a largely state-centered security system. Many of today's most serious threats are global in scale. The traditional military force is far from adequate to confront these new challenges. It is crucial that the military effort will be coupled with other measures, such as international police cooperation, financial investigation and cooperation and diplomacy. Therefore a crucial task for the international community is to continue improving the civilian preparedness in crisis management. Here the OSCE can plan an important role. The terror attacks of September 11 accelerated the transformation process of the European security system. It had in particular an influence on NATO's role. Even though NATO invoked its Article 5 mutual protection clause the US chose not to act militarily through the alliance.

The purpose of this workshop is to explore the new post-cold war security agenda and to examine future security challenges facing Europe and the wide international system. It will also assess the relevance and utility of different actors and instruments for tacking these new security challenges, and examine options for the future institutional development of European security.

Developments in foreign policies at both sides of the Atlantic may significantly change US-EU security relations in the years ahead. The EU and NATO face new challenges, such as the eastward enlargement of the EU and NATO, and emerging potential threats, such as regional conflicts, terrorism, internationally organized crime, and proliferation of weapons of mass destruction. Crisis management is the paradigm that forms the cornerstone of the operational efforts of NATO and the European Union (EU) has already shifted toward this type of activity. Both members of the EU in the framework of the "Petersberg Tasks" and members of NATO or PfP participate in crisis management, peace-keeping, humanitarian action and peace-making/peace-enforcement operations. The tasks of members of NATO and the EU would be blurred in the field of crisis management.

One of the central points of controversy amongst both academics and policy-makers is the nature and significance of security in the post-cold war world. For much of the cold war period the concept of security was largely defined in militarized terms. The main focus for investigation for both academics and statesmen- and women tended to be the military capabilities required by states to deal with the threats perceived to face them. More recently, however, the idea of security has been broadened to include political, economic, societal and environmental aspects as well as military. Above all, it is necessary for the European Union to develop a broader and more comprehensive approach to security. Future security challenges will not primarily concern territorial defense. While states will continue to pay attention to their territorial defense, other security challenges are likely to demand greater attention in the future. Human rights, environmental degradation, political stability and democracy, social issues, cultural and religious identity and migration are issues which are becoming ever more important for security and conflict prevention.

Though the possibility of a regional war remains, as in the Balkans and in Afghanistan, mass invasion and total war have ceased to be a threat to East or West. Instead, most threats to national security in Europe today are not directly military. They may evolve out of economic problems, ethnic hostility, or insecure and inefficient borders, which allow illegal migration and smuggling. Or they may be related to organized crime and corruption, both of which have an international dimension and undermine the healthy development of democracy and the market economy. Moreover, the proliferation of military or dual technology, including weapons of mass destruction - chemical and biological as well as nuclear - and their means of delivery, and the revolution in information technology present special challenges.

NATO and the EU have responded to Europe's evolving post-cold war order by redefining and expanding their roles and objectives. Despite institutional differences, the activities of NATO and the EU complement each other to strengthen the economic, political, and military dimensions of regional security and stability. Founded as a defensive alliance, NATO has revised its strategic concept to respond to the broader spectrum of the new threats now facing greater Europe - those ranging from traditional cases of cross-border aggression to interethnic conflicts and acts of terrorism. Furthermore, NATO is facilitating the integration and eventual membership of Central and Eastern European nations in the transatlantic security community. The EU has likewise emphasized regional integration as being key to a safe and stable Europe, particularly through the deepening of political and economic ties among current members and through extending EU membership to CEE countries.