Foreign Policy
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North Korea's renewed bid for nuclear weapons poses an urgent, serious foreign policy challenge to the United States. The current situation -- though it bears a resemblance to the events of 1993-1994 -- is far more dangerous and difficult. North Korea has developed longer-range ballistic missiles; South Korea's growing nationalism has put its U.S. relations on shakier ground; and the United States is distracted by the wars on terrorism and for regime change in Iraq.

Despite these challenges, good prospects still exist for a diplomatic resolution to the North Korea problem. North Korea's dire economic circumstances have made it more vulnerable to outside pressure at a time when its neighbor nations and the United States are increasingly concerned about its nuclear ambition. Military means would not only exact huge human casualties but also deepen U.S. estrangement from Seoul and diminish prospects for developing a joint strategy with other Asian powers.

Given the urgency and complexity of the current situation, appointment of a special coordinator for North Korean policy could help the administration to formulate a unified policy, sell it to Congress, coordinate it with allies, and present it to Pyongyang. In any event, a key requirement will be real "give and take" negotiations with South Korea to arrive at a coordinated strategy.

In the end, Pyongyang must choose: economic assistance and security assurance on the condition that all nuclear activities be abandoned, or dire consequences if nuclear programs continue. Any new agreement, however, must avoid the deficiencies of the 1994 Agreed Framework. It must be more verifiable, less readily reversible, more comprehensive, more politically defensible, and more enforceable through the involvement of North Korea's neighbors.

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Publication Type
Policy Briefs
Publication Date
Journal Publisher
Shorenstein APARC
Authors
Daniel I. Okimoto
Gi-Wook Shin
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During the past few years, significant economic growth, together with mature talent and huge market potential, have attracted a larger number of entrepreneurs and venture investment to create a high-tech start-up fever in China. While the outcome of these new enterprises in terms of business success and financial return are still unclear, the recent economic downturn in the United States has further fueled this trend. As a participant of venture investment activities in China during the past two years, Dr. Chwang will take a candid look at the opportunities and challenges of private entrepreneurship in China. He will discuss the interactive dynamics of this new growth in the Greater China region. He will examine the Silicon Valley influence on this phenomenon and the pros and cons of applying the Valley's model in China.

Ronald Chwang is the chairman and president of Acer Technology Ventures (ATV) America. Dr. Chwang initiated the Acer venture investment activities in North America with the launch of a $40 million "Acer Technology Venture Fund" in 1997. Subsequently, ATV's investment scope was further expanded after the successful formation of the second fund, a $260 million "IP Fund One", in May 2000, together with new investment activities in key regions of the Asia Pacific.

Dr. Chwang currently serves actively on the board of a number of ATV's portfolio companies such as Reflectivity, iRobot, and OctaSoft. He also serves on the board of the following public companies: Silicon Storage Technology Inc. in Sunnyvale, California, Acer Laboratories Inc. ,and Ambit Microsystems Corp. in Taiwan.

From 1992 to 1997, Dr. Chwang was president and CEO of Acer America Corporation. Under his leadership, Acer America's revenue grew from $200 million to $1.44 billion. Dr. Chwang has been with Acer since 1986, serving in various executive positions leading business units engaged in ASIC products, computer peripherals, and Acer-Altos server system. Before joining Acer, Dr. Chwang worked for several years in development and management positions at Intel in Oregon and Bell Northern Research in Ottawa, Canada. Dr. Chwang received his B. Eng. Degree in Honors Electrical Engineering from McGill University in Montreal, and his Ph.D. in EE from the University of Southern California.

Philippines Conference Room

Dr. Ronald Chwang Chairman and President Acer Technology Ventures
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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.

Philippines Conference Room, Encina Hall, Third Floor, Central Wing

Jesse Chen Managing Partner Maton Venture
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The trend for globalization of high-tech industries has gained momentum during the last few years. In particular, the Asia Pacific region has become an increasingly important market for U.S. high tech companies. What investors, both the public market and VCs, look for now are companies with revenue growth and a clear path to profit. The challenge for technology companies and investors is to define the roadmap to weather through the current downturn and build strength to grow when the market returns. The companies that will succeed are the ones that are close to the market, with the ability to produce their products at a reduced cost.

China, with its mass population, is undeniably an enormous market. It not only presents a broad customer base for the high-tech industry, but also an attractive low-cost manufacturing center. There is no doubt that Greater China is a lucrative region to ride the next wave of high-tech industry growth. We all want to capture this golden opportunity. How do we address this huge consumer market? How do we fully utilize the emerging labor support to lower production costs? For venture capitalists, how do we find legitimate ways to get return on our investments?

Taiwan is now China's leading trade partner and investor. Over 25 percent of Taiwan's exports are headed to China, according to the latest official statistics. With its geographic proximity, a well-established technology and business support infrastructure, as well as a common language and similar culture background, Taiwan is well positioned as a gateway to the China. In addition, Taiwan has built a well-recognized capital market in the past three decades. This highly liquid capital market is the best support for the high-tech industry as well as VC players.

In this session, Katherine Jen, a veteran venture capitalist, will lead the audience through her strategy in the quest for the next wave of high-tech industry growth and identify the key success factors.

About the Speaker

Katherine Jen is the managing partner of AsiaTech Management, LLC, a venture capital firm investing in the Silicon Valley and Asia. Katherine's successful venture capital career began in the early eighties. During her two decades in the Ministry of Finance in Taiwan, Katherine ran a $3 billion government investment fund, instrumental in the founding of successful high-tech companies such as TSMC and Moses-Vitelic. She also served on the TSMC board of directors from 1989-1993.

Katherine was one of the pioneers in Taiwan's VC industry. She led many key initiatives in venture capital legislations, including the adoption of the first Venture Capital Act in Taiwan. She helped establish the first group of venture capital funds in Taiwan, including Hotung Ventures, H&Q Asia and Walden International Taiwan (IVCIC). In addition, she founded the venture capital firm Genesis Venture in Taiwan and successfully raised its first fund. As a leader in the Taiwan financial industry, she served on the board of International Commercial Bank of China (ICBC), the largest commercial bank in Taiwan.

Based on the belief that Silicon Valley technologies can find much broader markets if they are combined with the efficient manufacturing industry in Asia, she founded AsiaTech and raised its first fund in 1997. Today, with operations in the Silicon Valley and Taiwan, AsiaTech manages three funds with strong backing from Asian-based manufacturing companies, commercial and investment banks, and government.

Philippines Conference Room, Encina Hall, Third Floor, Central Wing

Katherine Jen Managing Partner AsiaTech Management LLC
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Educational achievement in Malaysia is racially skewed across its three main cultural groups: The Malay-Muslim majority lags behind the country's Chinese and Indian minorities. This poses a dilemma. Should the state give the majority preferential access to education in the name of group equality? Or permit such access to be decided by merit alone, in the name of fairness among individuals? Malaysia has chosen to expand opportunities for schooling while maintaining a strict policy of affirmative action for Malays, all within a centrally controlled and standardized system of national education that relies on the Malay language and includes emphasis religion and morality. After showing how this pattern evolved from the secular, English-language format adopted by the British when they ruled Malaysia, Dr. Bakri Musa will assess the costs and benefits of affirmative educational action in the country today. Bakri Musa has written extensively on Malaysia. His latest book, An Education System Worthy of Malaysia (2003), has been described as "a severe critique" and "a comprehensive proposal for reform." Earlier titles include Malaysia in the Era of Globalization (2002), and The Malay Dilemma Revisited (1999). Shorter commentaries have appeared in Asiaweek, Education Quarterly, The Far Eastern Economic Review, and The International Herald Tribune, among other print media, and been aired by National Public Radio on its program, "Marketplace." A surgeon in private practice in Silicon Valley, Dr. Musa earned his medical and graduate degrees at the University of Alberta in Canada.

Daniel and Nancy Okimoto Conference Room

M. Bakri Musra Columnist Speaker Malaysiakini (Malaysia Today)
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C. Richard D'Amato is the vice chairman of the U.S.-China Security Review Commission, a commission established by Congress to review the national security implications of U.S. trade relations with China. Formerly a delegate to the General Assembly of the State of Maryland, he is the president of a consulting firm that represents American corporations on strategic planning and international trade matters. He is also a retired captain in the United States Navy Reserve, a position that brought him a variety of assignments, including attache duty at the U.S. embassy in Beijing, China, on proliferation issues and military-to-military initiatives in March 1997; service in the Battle Group Command Staff of the USS Eisenhower in the Red Sea during Operation Desert Shield; serving as an operations officer directing air drops into Bosnia and Sarajevo; and service on the planning staff of the newly created Asia-Pacific Center, which is a conference and study center under the commander of U.S. Forces for the Pacific, in Honolulu, Hawaii. Recently, Mr. D'Amato served as a member of the U.S. Trade Deficit Review Commission, a congressionally created commission charged with studying the nature, causes and consequences of the United States merchandise trade and current account deficits.

For ten years, beginning in 1988, Mr. D'Amato was the Democratic counsel for the Committee on Appropriations of the United States Senate. He was responsible for coordinating and managing the annual appropriations bills and other legislation on policy and funding of U.S. international operations and programs, including trade and defense and the full range of foreign activities of the U.S. government.

Mr. D'Amato has also served as senior foreign policy counsel for Senator Robert C. Byrd. In this capacity, Mr. D'Amato drafted the resolution that set Senate standards for international global climate change treaty negotiations. He also worked on a wide array of issues affecting U.S. international economic and political interests, including U.S.-Japan auto trade talks; World Trade Organization review legislation; U.S. involvement and funding of operations in Bosnia, Somalia, and Rwanda; and burden-sharing agreements during the Gulf War. Between 1980 and 1987, Mr. D'Amato served as the policy director for the Majority Leader, Senator Robert C. Byrd, for political, economic, and security policies. In this position, Mr. D'Amato supervised all work on a number of important legislative initiatives, including the 1988 Omnibus Trade Bill and the "Super 301" provision. Mr. D'Amato also wrote key legislation dealing with U.S.-Japan economic relations. During his career on Capitol Hill, Mr. D'Amato also served as the co-director of the Senate Arms Control Observer Group.

Mr. D'Amato began his career first as the legislative director for Congressman James Jeffords (R-VT) between 1975 and 1978, and beginning in 1978, as the legislative assistant and then chief of staff for Senator Abraham Ribicoff (D-CT) until 1980.

Mr. D'Amato has been very active in other aspects of public service, including an appointment as an assistant professor of government for the United States Naval Academy between 1968 and 1971, during which he was assistant varsity basketball coach and the sailing coach. He was responsible for the creation of an annual scholarship with the YWCA for college bound African American women and was the chairman of a local charitable hunger relief action organization in 1996, 1997, and 1998, which was a part of the nationwide "Share Our Strength" organization, the most successful hunger relief effort in the United States. In addition, he is active in the boating community in Annapolis, where he and his wife, Dorothy, have lived for thirty years.

Mr. D'Amato received his B.A. from Cornell University in 1964, graduating cum laude in government. He serves now on the Board of Trustees' Council for Cornell University. Mr. D'Amato received his M.A. and M.A.L.D. from the Fletcher School of Law and Diplomacy in Boston in 1967, and received his J.D. from Georgetown University Law Center in 1980.

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The Honorable C. Richard D'Amato Vice Chairman U.S.-China Security Review Commission
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Authors
David G. Victor
Nadejda M. Victor
News Type
Commentary
Date
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Since the fall of communism, the U.S. and Russia have been searching for areas for mutually beneficial cooperation. While oil has historically taken center stage, David and Nadejda Victor argue that diplomats should consider nuclear energy as well.

Since the Iron Curtain came crashing down, American and Russian diplomats have been searching for a special relationship between their countries to replace Cold War animosity.

Security matters have not yielded much. On issues such as the expansion of Nato, stabilising Yugoslavia and the war in Chechnya, the two have sought each other's tolerance more than co-operation. Nor have the two nations developed much economic interaction, as a result of Russia's weak institutions and faltering economy. Thus, by default, "energy" has become the new special topic in Russian-American relations.

This enthusiasm is misplaced, however. A collapse of oil prices in the aftermath of an invasion of Iraq may soon lay bare the countries' divergent interests. Russia needs high oil prices to keep its economy afloat, whereas US policy would be largely unaffected by falling energy costs. Moreover, cheerleaders of a new Russian-American oil partnership fail to understand that there is not much the two can do to influence the global energy market or even investment in Russia's oil sector. The focus on oil has also eclipsed another area in which US and Russian common interests could run deeper: nuclear power. Joint efforts to develop new technologies for generating nuclear power and managing nuclear waste could result in a huge payoff for both countries. These issues, which are the keys to keeping nuclear power viable, are formally on the Russian-American political agenda, but little has been done to tap the potential for co -operation. Given Russia's scientific talent and the urgent need to reinvigorate nuclear non-proliferation programmes, a relatively minor commitment of diplomatic and financial resources could deliver significant long-term benefits to the United States.

On the surface, energy co-operation seems a wise choice. Russia is rich in hydrocarbons and the US wants them. Oil and gas account for two-fifths of Russian exports. Last year, Russia reclaimed its status, last held in the late 1980s, as the world's top oil producer. Its oil output this year is expected to top eight million barrels per day and is on track to rise further. Russian oil firms also made their first shipments to US markets last year - some symbolically purchased as part of US efforts to augment its strategic petroleum reserve. In addition, four Russian oil companies are preparing a new, large port in Murmansk as part of a plan to supply more than 10 per cent of total US oil imports within a decade.

Meanwhile, the US remains the world's largest consumer and importer of oil. This year, it will import about 60 per cent of the oil it burns, and the US Energy Information Administration expects foreign dependence will rise to about 70 per cent by 2010, and continue inching upwards thereafter. Although the US economy is much less sensitive to fluctuations in oil prices than it was three decades ago, diversification and stability in world oil markets are a constant worry.

War jitters and political divisions cast a long shadow over the Persian Gulf, source of one-quarter of the world's oil. In Nigeria, the largest African oil exporter, sectarian violence periodically not only interrupts oil operations but also sent Miss World contestants packing last year. A scheme by Latin America's top producer, Venezuela, to pump up its share of world production helped trigger a collapse in world oil prices in the late 1990s and ushered in the leftist government of President Hugo Chavez. Last year, labour strikes aimed at unseating Mr Chavez shut Venezuela's ports and helped raise prices to more than US$ 30 (HK$ 234) a barrel. Next to these players, Russia is a paragon of stability.

The aftermath of a war in Iraq would probably provide a first test for the shallow new Russian-American partnership. Most attention on Russian interests in Iraq has focused on two issues: Iraq's lingering Soviet-era debt, variously measured at US$ 7 billion to US$ 12 billion, and the dominant position of Russian companies in controlling leases for several Iraqi oilfields. Both are red herrings. No company that has signed lease deals with Saddam Hussein's government could believe those rights are secure. Russia's top oil company, Lukoil, knew that when it met Iraqi opposition leaders in an attempt to hedge its bets for possible regime change. (Saddam's discovery of those contacts proved the point: he cancelled, then later reinstated, Lukoil's interests in the massive Western Kurna field.)

Russian officials have pressed the US to guarantee the existing contracts, but officials have wisely demurred. There would be no faster way to confirm Arab suspicions that regime change is merely a cover for taking control of Iraq's oil than by awarding the jewels before a new government is known and seated.

Of course, the impact of a war on world oil supply and price is hard to predict. A long war and a tortuous rebuilding process could deprive the market of Iraqi crude oil (about two million barrels a day, last year). Damage to nearby fields in Kuwait and Saudi Arabia could make oil even more scarce. And already tight inventories and continued troubles in Venezuela could deliver a "perfect storm" of soaring oil prices.

The most plausible scenario, however, is bad news for Russia: a brief war, quickly followed by increased Iraqi exports, along with a clear policy of releasing oil from America's reserves to deter speculators. A more lasting Russian-American energy agenda would focus on subjects beyond the current, fleeting common interest in oil. To find an area in which dialogue can truly make a difference, Russia and the US should look to the subject that occupied much of their effort in the 1990s, but that both sides neglected too quickly: nuclear power.

With the end of the Cold War, the two nations created a multi-billion-dollar programme to sequester Russia's prodigious quantities of fissile material and nuclear technology. The goal was to prevent these "loose nukes" from falling into the hands of terrorists or hostile states.

The Co-operative Threat Reduction programme also included funds to employ Russian scientists through joint research projects and academic exchanges.

Inevitably, it has failed to meet all its goals. In a country where central control has broken down and scientific salaries have evaporated, it is difficult to halt the departure of every nuclear resource. Nor is it surprising that US appropriators have failed to deliver the billions of dollars promised for the collective endeavour. Other priorities have constantly intervened, and Russia's uneven record in complying with arms control agreements has made appropriation of funds a perpetual congressional battle. Various good ideas for reinvigorating the programme have gone without funding and bureaucratic attention - even in the post-September 11 political environment, in which practically any idea for fighting terrorism can get money.

Russia has opened nuclear waste encapsulation and storage facilities near Krasnoyarsk, raising the possibility of creating an international storage site for nuclear waste. This topic has long been taboo, but it is an essential issue to raise if the global nuclear power industry is to move beyond the inefficiencies of small-scale nuclear waste management.

Russia should also be brought into worldwide efforts to design new nuclear reactors. The global nuclear research community, under US leadership, has outlined comprehensive and implementable plans for the next generation of fission reactors. The Russian nuclear programme is one of the world's leaders in handling the materials necessary for new reactor designs. Yet Russia is not currently a member of the US government-led Generation IV International Forum, one of the main vehicles for international co-operation on fission reactors and their fuel cycles. Top US priorities must include integrating Russia into that effort, endorsing Russia's relationships with other key nuclear innovators (such as Japan), and delivering on the promise made at last summer's G8 meeting of leaders of the world's biggest economies - to help Russia secure its nuclear materials.

For opponents of nuclear power, no plan will be acceptable. But the emerging recognition that global warming is a real threat demands that nations develop serious, environmentally friendly energy alternatives. Of all the major options available today, only nuclear power and hydroelectricity offer usable energy with essentially zero emissions of greenhouse gases.

Neither government should be naive about the sustainability of this endeavour. Russia is not an ideal partner because its borders have been a sieve for nuclear know-how and because its nuclear managers are suspected of abetting the outflow. Thus, plans for nuclear waste storage, for example, must ensure that they render the waste a minimal threat for proliferation. The US must also be more mindful of Russian sensitivity to co-operation on matters that, to date, have been military secrets.

Another difficult issue that both nations must confront is Russia's relationship with Iran. A perennial thorn in ties, Russia's nuclear co -operation with officials in Tehran owes much not just to Iranian money but to the complex relationship between the two countries over drilling and export routes for Caspian oil. This link to Iran cannot be wished away, as it is rooted in Russia's very geography. Any sustainable nuclear partnership between the US and Russia must develop a political strategy to handle this reality.

The world, including the US, needs the option of viable nuclear power. Yet Russia's talented scientists and nuclear resources sit idle, ready for action.

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Submitted by fsid9admin on
This unit introduces students to the topics of diasporas, migration, and the role and experience of diasporic communities in the United States. Students learn about five diasporas in the United States-the Armenian, Chinese, Cuban, Irish, and Yoruban- from their development as diasporas to their contemporary identities, roles, and remaining homeland ties.
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This seminar is part 5 of SPRIE's 5-part series on "Greater China: Entrepreneurial Leaders."

With China's fast growth pace, the build-up of its communication network is one important factor to ensure continuous growth. However, with the gloomy economy in the rest of the world, China's service providers are adjusting their investment strategy. Understanding the dynamics in the Greater China region will help capture market opportunity.

Mr. Gwong-Yih Lee is a distinguished entrepreneur, leader, and visionary in the emerging telecom market. Currently, he serves as a senior director of Global Solutions at Cisco Systems. Prior to Cisco, Mr. Lee was founder and chairman/CEO of TransMedia Communications, Inc. Acquired by Cisco in 1999 at the value of approximately $500 million, TransMedia builds products that capitalize on the opportunities created by the convergence of data, voice, and video. In 1999, TransMedia was selected as "Best of Breed" startup by the industry's top venture capitalists.

In May 1987, Mr. Lee founded Digicom Systems, Inc., a company devoted to high-speed modern communications applications in both software algorithms and hardware. Digicom has developed, manufactured, marketed, and supported a full continuing line of high speed communications products and was acquired by Creative Technology, Ltd. In 1994, prior to Mr. Lee's founding Digicom Systems, he held positions as a senior engineering manager with Silicon Valley firms including Anderson Jacobson, Racal-Datacom, and Cermetek Microelectronics.

Mr. Lee received a bachelor's degree from National Chiao-Tung University in Taiwan and a master's degree in electrical engineering from New York State University.

Philippines Conference Room, Encina Hall, Third Floor, Central Wing

Gwong-Yih Lee Senior Director and General Manager Cisco Systems
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