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I promise that this program could change your mind and future.

-Daisuke Maeda



Daisuke Maeda
, 2008-2009 Corporate Affiliates fellow, embraced the opportunity of being at Stanford University in order to actively engage with students, scholars, and Silicon Valley entrepreneurs. Connecting in person in an environment of innovation and entrepreneurship informed Maeda's thinking about his work with the Sumitomo Corporation, both retrospectively and for the future.

Established in 1919 but with business roots extending back into the 17th century, Sumitomo Corporation is a Tokyo-based general trading company with approximately 200 offices and 800 subsidiaries worldwide, including such major global cities as Beijing, London, Madrid, Istanbul, Casablanca, Sao Paulo, and New York City. Sumitomo is divided into seven business units based on its wide diversification: metal products; transportation and construction systems; infrastructure; media, network, and lifestyle; mineral resources, energy, chemical, and electronics; general product and real estate; and financial and logistics. Some of its subsidiary companies include Discovery Japan, Inc.; Barneys Japan; and Pacific Summit Energy, LLC. The corporation's mission statement expresses a strong focus on social responsibility.

Before coming to Stanford, Maeda had the responsibility for overseeing the marketing strategy of one of Sumitomo's e-commerce companies and while at Stanford he then conducted research about the "long tail" statistical theory which emphasizes the strength of a vendor, such as Amazon, selling a wide array of specialty goods. Maeda looked at arguments for and against this theory and spoke with Stanford students and Silicon Valley entrepreneurs on this subject.  In addition to his research, Maeda met with local startup companies and offered advice on marketing their products in Japan.

Maeda is now a director in the mobile and internet department of Sumitomo's media, network, and lifestyle business unit, which is home to Japan's largest cable television provider, the biggest home shopping television channel, and a major households goods e-commerce website. His current work involves developing a Japan-focused online marketing strategy for Sumitomo's healthcare business offerings.

Maeda urges current fellows to seize the opportunity of being at Stanford, saying, "Don't hesitate. Time is limited." He explains that he actively sought out opportunities to enrich his own knowledge and potential, including meeting and talking with people. "I promise that this program could change your mind and future," he concludes.

 

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Professor Wein received his PhD in Operations Research from Stanford in 1988 and has taught core MBA courses in operations management throughout his entire career, both at MIT's Sloan School of Management from 1988 to 2002 and, since 2002, at Stanford's Graduate School of Business, where he is currently Paul  E. Holden Professor of Management Science. He has also been a Senior Fellow (by courtesy) at FSI since 2003.

Since 2001, Wein has analyzed a variety of homeland security problems. His homeland security work includes four papers in the Proceedings of the National Academy of Sciences: one on an emergency response to a smallpox attack,  a second on an emergency response to an anthrax attack, a third presenting a biometric analysis of the US-VISIT Program, and a fourth analyzing a bioterror attack on the milk supply. He has also published the Washington Post op-ed "Unready for Anthrax" (2003) and the New York Times op-ed "Got Toxic Milk?" (2005) and has written papers on port security, indoor remediation after an anthrax attack, and the detention and removal of illegal aliens.  He was also Editor-in-Chief of Operations Research from 2000 to 2005. Wein has won several awards, including the 1993 Erlang Prize for the outstanding applied probabilist under 35 years of age and the 2002 Koopman Prize for the best paper in military operations research.

Rebecca Slayton Affiliated Faculty at CISAC, and Lecturer in Science, Technology, and Society Commentator

Graduate School of Business
Stanford University
Stanford, CA 94305-5015

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Jeffrey S. Skoll Professor of Management Science
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Lawrence Wein is the Jeffrey S. Skoll Professor of Management Science at the Graduate School of Business, Stanford University, and an affiliated faculty member at CISAC. After getting a PhD in Operations Research from Stanford University in 1988, he spent 14 years at the Sloan School of Management at MIT, where he was the DEC Leaders for Manufacturing Professor of Management Science. His research interests include mathematical models in operations management, medicine and biology.

Since 2001, he has analyzed a variety of homeland security problems. His homeland security work includes four papers in Proceedings of the National Academy of Sciences, on an emergency response to a smallpox attack, an emergency response to an anthrax attack, a biometric analysis of the US-VISIT Program, and an analysis of a bioterror attack on the milk supply. He has also published the Washington Post op-ed "Unready for Anthrax" (2003) and the New York Times op-ed "Got Toxic Milk?", and has written papers on port security, indoor remediation after an anthrax attack, and the detention and removal of illegal aliens.

For his homeland security research, Wein has received several awards from the International Federation of Operations Research and Management Science (INFORMS), including the Koopman Prize for the best paper in military operations research, the INFORMS Expository Writing Award, the INFORMS President’s Award for contributions to society, the Philip McCord Morse Lectureship, the Frederick W. Lanchester Prize for best research publication, and the George E. Kimball Medal. He was Editor-in-Chief of Operations Research from 2000 to 2005, and was elected to the National Academy of Engineering in 2009.   

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Lawrence M. Wein Professor of Management Science, Stanford Graduate School of Business; Senior Fellow (by courtesy), Freeman Spogli Institute for International Studies Speaker
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The world first became concerned about North Korea's nuclear development program in 1989 through satellite photos of a facility under construction near the town of Yongbyon. Since then, there have been on-again, off-again negotiations with North Korea by the United States, the Republic of Korea (ROK), and other countries in the region to halt and dismantle North Korea's nuclear weapons program.

A consistent strategy focused on dialogue and diplomacy is essential to get out of the current quagmire, urged Song Min-soon, a member of the Korean National Assembly and a former Minister of Foreign Affairs and Trade, at a Korean Studies Program public seminar on October 18. Although the United States and the ROK must lead efforts, China's active involvement is also crucial. Resolving the nuclear issue is necessary to help ensure the long-term peace and prosperity of not only the Korean Peninsula but also the entire East Asia region.

Song explored reasons why previous negotiation attempts failed, especially the lack of a shared vision among the concerned countries for the future of the peninsula and region. He suggested that this rendered China less willing to play a stronger role in the negotiations. The imbalance of power among the negotiating countries is another significant factor. North Korea's only effective bargaining card is its nuclear weapons program, argued Song, while countries like the United States have the capability to offer or withhold important aid, such as energy and development assistance.

Song advocated a firm, direct approach, stating that the United States has not adopted a real strategy for effecting nuclear disarmament. Instead, it has opted for the "slogan" of "strategic patience." He cautioned against taking a hard line, such as the current ROK administration is pursuing. Song expressed the hope that the United States would focus more on developing a well-planned diplomatic strategy for resolving the nuclear issue and that the ROK would adopt a more conciliatory approach toward North Korea.

To move forward in the Six-Party Talks-negotiations among the United States, the ROK, North Korea, China, the Russian Federation, and Japan-and effectively resolve the North Korea nuclear issue, Song made several recommendations. He pointed to the long-term benefit of building trust incrementally by fulfilling small, strategic commitments to North Korea. To balance the asymmetry of negotiating cards, Song suggested that the other countries proceed with fulfilling their commitments and allow North Korea more time to fulfill its own obligations. Bringing China fully on board by building a logical basis for its involvement is also a crucial element of the negotiations, he offered. Finally, Song asserted that the United States, the ROK, and China must develop a shared, solid vision for peaceful coexistence on the peninsula, taking into account different scenarios and the roles each country should play.

Song expressed confidence that the approach he outlined would not only eventually resolve the nuclear issue but would also open the way for stability and prosperity for everyone in East Asia, including North Korea.

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This workshop is sponsored by the Mediterranean Studies Program, and co-sponsored by the Abbasi Program in Islamic Studies, Center on Democracy, Development and the Rule of Law, the Europe Center,  and the Stanford Humanities Center

Stanford faculty, students, scholars and staff are welcome to attend. To RSVP, please contact medstudies@stanford.edu.

WORKSHOP SCHEDULE:
 
November  15th
 
10:30 am – Noon:   Conceptual Explorations

Haldun Gulalp (Department Political Science, Yildiz Technical University)
“Rethinking Islam and Secularization in Turkey: A Durkheimian Perspective”

Ahmet Kuru (Department of Political Science, San Diego State University)
“Islamism, Secularism, and Democracy in Turkey”
 
2:00 pm- 3:30 pm:  Managing the Difference

Aykan Erdemir (Department of Sociology, Middle East Technical University)
“Faith-based Activism for Secularism: The Transformation of Alevi Collective Action Repertoire in Turkey”

Murat Somer (Department of International Relations, Koc University; Princeton Institute for International and Regional Studies, Princeton University)
“Islamic-Conservative and Pro-Secular Values and the Management of Ethnic Diversity and Conflict”
 
4:00 pm - 5:30 pm: Claiming Secularism

Umit Kurt (Department of History, Clark University)
“Military’s Perceptions of Islam and Secularism in Contemporary Turkey”

Kabir Tambar (Department of Religion, University of Vermont)
“Staging Alevi Pasts in Secular Time”
 
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November 16th
 
10: 30 am- Noon: Turkey’s “Islamists” and “Secularists” Abroad

Betul Balkan (Department of Sociology & Anthropology, Northeastern University)
“Opinions of Turkish Immigrants in Houston About Secularism and Islam in Turkey”

Zeynep Atalay (Department of Sociology, University of Maryland-College Park; The Abbasi Program in Islamic Studies, Stanford University)
“From the Neighborhood to Umma: Global Networks of Muslim Civil Society in Turkey”
 
2:00 pm – 3:30 pm: Contextualizing the Turkish Case

Hootan Shambayati (Division of Public Affairs, Florida Gulf Coast University)
“Controlled Democratization, Moderate Islam, and Radical Secularism: Lessons from Turkey and their Implications for the Middle East”

Nora Fisher-Onar (Department of Politics and International Relations, Bahcesehir University; Centre for International Studies, University of Oxford)
“Vision or Cacophony?:  Mixing Liberal-Democratic, Religious-Conservative, Power Political, and Ottomanist Metaphors in Contemporary Turkey”
 
4:00 pm- 5:30 pm:  Concluding Session

Riva Kastoryano (Center for International Studies and Research, Sciences Politique)

Larry Diamond (Center on Democracy, Development and the Rule of Law, Stanford University)

Stanford Humanities Center, Board Room

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The North Korean leader Kim Jong-il and his youngest son and presumed successor, Kim Jong-un, jointly attended military maneuvers on an unspecified date. This was the first official outing of the 27-year-old youngest son of the "Dear Leader." These maneuvers were held just before the Sunday celebration of the 65th anniversary of the founding of the Workers Party of Korea. David Straub, associate director of the Korean Studies Program at Stanford University, discussed the informal transfer of power that took place last week.

What was learned last week about the succession to Kim Jong-il in North Korea?

The maneuvers confirmed with near certainty the past few years of speculation that the third son of Kim Jong-il has been informally designated as his successor. This process is now public. This is the first time that the name of Kim Jong-un has been published in North Korea. However, as long as his father is alive and can govern, he will remain in power. But, clearly, his health is not good. This official outing of the son seems in preparation for the possibility that Kim Jong-il may die suddenly. Kim Jong-il suffered a stroke in 2008, after which he disappeared for several months. Upon his return, he had lost weight and appeared stiff and impaired on his left side.

Was Kim Jong-un touted as the successor?

There were no signs until a few years ago. First, it was Kim Jong-nam, the eldest son, who was favored. Officially, he fell out of the race when he was caught entering Japan with a forged passport. At the time, he told Japanese officials he wanted to take his son to Tokyo Disneyland [the target of an attempted contract killing by Kim Jong-un in 2008, the eldest now lives happily in Macao, ed.]. It is then the second son, Kim Jong-chol, who was poised to be the successor. But in Pyongyang, it was thought that he was not sufficiently ambitious and aggressive. Then, all eyes turned to Kim Jong-un, who has the personality of his father: ambitious, aggressive, and ruthless.

The main question then was how Kim Jong-un would be promoted. Most observers were betting on a gradual process. In this sense, it is not really surprising. He was appointed as a four-star general, which is a mostly symbolic distinction. He was also made vice-president of the Central Military Party. This underscores how strong the military is in North Korea. What surprised me most is that the younger sister of Kim Jong-il was also appointed as a four-star general. In line with the predictions of observers, Kim Jong-il has mobilized his immediate family to create a sort of regency capable of supporting his son in the event of his sudden death.

What is known about Kim Jong-un?

He was probably born in 1983 or 1984. However, the regime may try to say he was born in 1982. In Chinese culture-and also in North Korea-numbers are significant. Kim Il-sung, his grandfather, was born in 1912. Kim Jong-il was born in 1942. That would put Kim Jong-un in a kind of celestial lineage. It is almost certain that he attended school in Switzerland, where he was a quiet student. He had a false name, Pak-un, and one or two close friends. He also liked basketball. He then returned to Pyongyang. Some unconfirmed reports say he studied at a military university. A few years ago, it was said he had been appointed to the office of the Workers Party and the office of National Defense Committee, which is the highest organ of power in North Korea.

Who now heads North Korea? What is the power structure like?

The general view is that Kim Jong-il is the supreme leader-an absolute dictator-and he has tremendous latitude. He bases his legitimacy on the fact that he is the son of the founder of the regime. But nobody can run a country alone. He must therefore take into account various factors. In North Korea in recent decades, the military has played a growing role and seems to occupy a dominant place today.

A university professor based in South Korea believes that the regime in Pyongyang has greatly copied Japanese pre-war fascism, even though Korea fought against imperialism. The scheme is based on a totalitarian structure, relying in particular upon the military. Information is very strictly controlled and the population is monitored, as in East Germany. The structure remains very closed, and the leadership is afraid to open up to the outside world and receive investment or foreign aid. Finally, family occupies an important place. North Korea is part of China's cultural sphere, with a strong presence of Confucianism. The notion of the state is close to the family structure model. The king is seen as the head of the family.

Does a period of transition put the regime in danger? What took place before?

It is inevitable that one day a regime that is so rigid and incapable of transformation will suffer major changes. However, we cannot say when or what form this will take. But it is clear that unusual things can happen during a period of change like this. The last transition was very similar to the current process. The difference is that Kim Jong-il had been clearly designated as the successor by his father and he had decades to gradually gain experience and consolidate his power within the system. Kim Jong-il managed most affairs of state since 1980, when the last Workers Party meeting was held. He was the de facto leader for 14 years. When his father died in 1994, however, he took three years to formally become established as the leader. The difference today is that Kim Jong-il suffered a stroke in 2008. Some people in North Korea are afraid that his son had not had enough time to prepare for power. Kim Jong-un must particularly ensure that the military is loyal to him. That is why he was made a general.

What legacy does he leave his son Kim Jong-un?

Although North Korea has said for decades that it follows the principles of juche or self-sufficiency, it largely sustained itself during the Cold War by trade with the USSR and its satellite states, and China. It received much help. Now that the USSR has collapsed and China has turned to a market economy, the economic situation in North Korea has become untenable. The country suffered a terrible famine in the mid-1990s. Nobody knows for sure how many people died, but it was certainly several hundred thousand. Some say that there were more than one million deaths, out of a total population of 22-23 million people. The government then had to loosen its grip on the system. This has helped the country recover. Today, access to basic resources is much better in North Korea than it was fifteen years ago.

The country was also helped by foreign aid from Japan, South Korea, the United States, and China. Now, because of the crisis over its nuclear program, the only foreign aid that comes into Pyongyang is from China. The North Korean regime faces a dilemma: its only resource is its workers. It fears opening up to accept foreign capital and technology, which would expose the people to outside reports that fundamentally contradict the regime's decades-old claims. That is why the few commercial contacts are with ideologically similar countries, like Syria or Iran. As for the industrial project in Kaesong near the border between North and South, it is very closely monitored by the authorities.

What is the situation at the diplomatic level?

North Korea has no close allies in the world. It cooperates with Cuba, Syria, or Iran, but these countries are isolated. Their relationship is either rhetorical or in connection with the nuclear program. As for its neighbors, North Korea does not like them. The South is seen as an existential threat; it is another Korean state, comprising two-thirds of the Korean nation, and has been a phenomenal success. The situation is different with China. Officially, both countries are driven by an eternal friendship, but this is based primarily on strategic considerations. Nevertheless, China provides a lifeline to North Korea.

Finally, I think in the last two decades, Pyongyang has toyed with the idea of a strategic alliance with the United States to counterbalance Chinese influence. But for domestic political reasons and because of the situation of human rights in North Korea, the Americans have never pushed this idea further. The North Koreans have realized that this strategic relationship was probably a dream.

The fundamental problem behind all of this is due to an accident of history. After the liberation of the peninsula from Japanese occupation in 1945, the division between the Soviets and Americans-for practical reasons-was not intended to be permanent. Today, there are two states, each of which thinks that it best represents the Korean nation and that  it should be in charge of the affairs of the peninsula in its entirety. It is a zero-sum game. All issues about the current succession flow from this.

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Kim Jong-un (seated L), the youngest son of North Korea's leader Kim Jong-il (seated R), poses with newly elected members of the central leadership body of the Workers' Party of Korea (WPK) and the participants in the WPK Conference, at the plaza of the Kumsusan Memorial Palace in Pyongyang. Taken on September 28, 2010, this is the first-ever published official photograph of the heir presumptive.
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In medicine, transportation, commerce and entertainment, and countless other fields, technology has transformed our lives and provided immense value for millions.

Yet despite all of these revolutionary advances, it has yet to have a similar impact to radically improve the workings of public policy. This situation is especially unfortunate given the fiscal, economic, and social challenges facing our democracy and those around the world. If there's ever a time where politics could use some creative solutions, it's now.

This seminar will highlight some of the legal, political, and social barriers preventing disruptive innovation from taking hold in the public policy sphere, as well as ways to remove these barriers. Drawing on sources ranging from theoretical physics and constitutional law to popular culture, the seminar will provide unique and practical perspectives on how technology can help democracies around the world evolve.

The seminar will offer provocative insights, thought-provoking discussions, and practical tools to help our society can facilitate the evolution of better political, economic, and social institutions.

Matt Harrison graduated from the University of Miami with a Bachelor of Business Administration in Political Science and from the University of Southern California with a joint law degree and Master of Public Policy. Matt founded Prometheus in 2003 and serves as the Institute's President. As the driving force behind the creative and strategic vision of Prometheus, Matt identified and recruited a talented team of engineers, designers and contributors. He was the brainchild behind the DIY Democracy iPhone app, has authored over 200 articles, publications and other features for Prometheus, has been a guest on several talk radio shows and has been quoted in the Orange County Register and Chicago Tribune.

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Matt Harrison Speaker The Prometheus Institute
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txteagle is Boston-based company that enables mobile phone subscribers in the developing world to earn airtime by completing simple work. We have now integrated our compensation platform within the billing systems of over 220 mobile operators - providing 2.1 billion mobile phone subscribers with the ability for moderate economic empowerment. While originally focused on text-based tasks from the outsourcing industry, we have recently come to appreciate our distributed workforce as much more than a source of cheaper labor for the data-entry industry. Instead of simply facilitating labor arbitrage, we are now focused on leveraging a particular population's unique insights and local knowledge. Today our workforce provides services that could never be outsourced - services that require on-the-ground knowledge and insight. The scope of these types of services is rapidly expanding - ranging from conducting a 50-country survey commissioned by the United Nations, to helping a massive consumer goods corporation grow their sanitary pad distribution and marketing channels into rural markets, to localizing software for a major search engine, to verifying local businesses for the World Bank, to responding to surveys for international market and investment research firms, to conducting compensated awareness and engagement campaigns for many large, international brands.

The underlying value of our workforce comes from their unique community, their culture, their neighborhood, their social network, and their knowledge of the place where they live. We are excited to be continually discovering new ways to demonstrate this unique value they can provide to the rest of the world.

Nathan Eagle is the CEO of txteagle Inc. He holds faculty appointments at the MIT Media Laboratory and Northeastern University, and is an Omidyar Fellow at the Santa Fe Institute. His research involves engineering computational tools, designed to explore how the petabytes of data generated about human movements, financial transactions, and communication patterns can be used for social good. He holds a BS and two MS degrees from Stanford's School of Engineering; his PhD from the MIT Media Laboratory on Reality Mining was declared one of the '10 technologies most likely to change the way we live' by the MIT Technology Review. Recently, he was named one of the world's top mobile phone developers by Nokia and also elected to the TR35. His academic work has been featured in Science, Nature and PNAS, as well as in the mainstream press.

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Nathan Eagle CEO Speaker txteagle, Inc
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The Gov 2.0 movement, centered on open public data and low cost communications tools, is making an impact on public life in the US and UK. To what extent do these tools matter for the increasing proportion of the world's population living in urban poverty? This talk explores the case of Map Kibera, a project in Nairobi's largest slum, that utilizes open data combined with new and traditional advocacy tools, to fight for improved social services and increased accountability for public officials. Map Kibera helps us think about the role a robust Gov 2.0 eco-system can play in supporting grassroots leaders as the fight for the future of their communities. 

Joshua Goldstein (@african_minute) is a PhD candidate at Princeton's Woodrow Wilson School, where he works with the Center for Information Technology Policy. He serves on the Board of the Ugandan software consultancy Appfrica Labs, and has worked extensively in East Africa, most recently consulting with UNICEF Innovations, and working on projects such as Map Kibera and Apps4Africa.

While completing his masters degree at the Fletcher School, Tufts University, he interned with Google Inc. on technology policy in Africa and with Harvard's Berkman Center for Internet & Society, exploring the effect of Internet on democracy. Before graduate school he worked extensively in Uganda.

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Joshua Goldstein Phd Candidate, Woodrow Wilson School, Center for Information Technology Speaker Princeton University
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