Combined Meridian Reports w Cover

8/6/2019 Combined Meridian Reports w Cover

1/28U N I V E R S I T Y O F T E X A S A T A U S T I N

NEXT

THE

White Papers

ME

RIDIAN

INTERNATION

AL

C

1 9 6 0 2 0 1 0


2/28U N I V E R S I T Y O F T E X AS AT AU S T I N

NEXT

THE

DECEMBER 16, 2009

MERIDIAN INTERNATIONAL CENTE

WASHINGTON, DC

ONE YEAR LATER

BAMA


3/28

Preface

OnDecember16,2009,fortyNextGenerationFellowsfromacrossthenationincludinggovernment

officials,representativesfrombusiness,thehitechsector,internationalinstitutions,themilitary,

nonprofitorganizations,andacademiagatheredattheMeridianInternationalCenterinWashington,

D.C. TheAssemblywascosponsoredbyTheAmericanAssembly,TheRobertS.StraussCenterfor

InternationalSecurityandLawattheUniversityofTexas,theCenterforaNewAmericanSecurity

(CNAS),andtheMeridianInternationalCenter(MIC),anditwasthefirstmeetinginthesecondphase

ofTheNextGenerationProject. Thefellows,representingarangeofviews,backgrounds,and

interestsweredividedintotwoequalgroupsfortwostructureddiscussionsessions. Asetof

backgroundreadingswascompiledandcirculatedbeforehandtoprovidecommongroundforthe

diversegroup.

TheNextGenerationProjectisdirectedbyFrancisJ.Gavin,DirectoroftheStraussCenterfor

InternationalSecurityandLaw,whowelcomedthefellowsinthefirstplenarysession. AdmiralB.R.

Inman,LyndonB.JohnsonCentennialChairinNationalPolicy,TheUniversityofTexasatAustinand

trusteeofTheAmericanAssembly,introducedthekeynotespeakerandobservedthemeeting.

TheAssemblyopenedwithapanel,moderatedbyJohnNagl,presidentofCNAS. AmbassadorBonnie

Jenkins,CoordinatorforThreatReductionPrograms,DepartmentofState; JanineDavidson,Deputy

AssistantSecretaryofDefenseforPlans;andErikLeklem,SeniorStrategyAdvisor,Departmentof

Stateservedaspanelists. KathleenHicks,DeputyUnderSecretaryofDefenseforStrategy,Plans,and

Forces,addressedthefellowsataluncheonplenarysession.

TheAmericanAssemblygratefullyacknowledgesthegeneroussupportofTheFordFoundation.

TheAssemblyandtheothercosponsorstakenopositiononanyofthesubjectspresentedhereforthe

public. Inaddition,itshouldbenotedthatfellowstookpartinthismeetingasindividualsandspoke

forthemselves.

ThecosponsorswouldliketoacknowledgeandexpressgratitudetoLauraEiseandLeslieHolmeswho

observedtheAssemblyanddraftedthisdocumentandtothediscussionleaders: StaceyAbrams,

PatrickGorman,NikeIrvin,andParagKhanna,whoguidedthefellowsintheirsessions.

Disclaimer

TheNextGenerationProjectFellowsattheAssemblytitledObama

OneYearLatercosponsoredbyTheAmericanAssembly,The

RobertS.StraussCenter,theCenterforaNewAmericanSecurity,

andtheMeridianInternationalCenteronDecember16,2009in

Washington,D.C.didnotreviewadraftofthisreportatthe

conclusionofthemeeting,orpriortoitsposting. Thisreportisthe

cosponsorsrepresentationofwhatwassaidatthemeeting. No


4/28

attemptwasmadetoreachconclusionsorachieveconsensusatthe

Assembly.

ItshouldbenotedthattheNextGenerationProjectFellowstook

partinthismeetingasindividualsandspokeforthemselvesrather

thanfortheorganizationsandinstitutionswithwhichtheyare

affiliated.

Introduction

WiththeelectionandinaugurationofBarackObama,theUnitedStatesusheredinahistoric

administrationaswellasanewandhighersetofexpectations. PresidentObamacampaignedonthe

platformofapromiseofafreshapproachtobothdomesticandforeignpolicy,inspiringhopearound

theworld. Nowintoitssecondyearinoffice,itistimetoassesshowtheObamaAdministrationhas

beguntorealizethesegreataspirationsandthedauntingchallengestheyface.

InthefirstsessionoftheAssembly,PromisesandPerformance,thefellowsdiscussedtheObamaAdministrationsdeliveryoncampaignpromisesandthedifficultyofpragmaticimplementationinthe

U.S.politicalsystem. Inthesecondsession,TheWayForward,thefellowsevaluatedthesuccessoftheObamaAdministrationatheedingrecommendationsmadeatpreviousNextGenerationconferences

andsetforthnewguidelinesforthefollowingyears.

PromisesandPerformance

The21stcenturyisatransformedworld,andmodernforeignpolicyisfacingverydifferentchallenges

thanthoseoftheColdWar. TheUnitedStatesisoneactoramonganincreasinglydiversearena,ranging

fromnationstatestocorporationsandvariousnonprofitorganizations. Anambitiousdomesticagenda

facesaglobalanddomesticeconomyburdenedbyalongrecessionanduncertainprospectsfor

recovery. Legacyinstitutionsonbothanationalandinternationallevel,createdtodealwith20th

centuryproblems,furthercompoundtheseissues.

Inconsiderationofthesecriticalmatters,theAssemblyevaluatedPresidentObamascampaign

promisesanddeliveryduringhisfirstyearinoffice. Ingeneral,theAssemblyagreedthattheObama

Administrationhandleditsinheritancewell. Prioradministrationshavebeencaughtbysurprise,yetthis

administrationhasnotbeenoverwhelmedbyanyparticularissue. However,transitionistime

consumingandcumbersome. ThequestionofhowtheObamaAdministrationdeliveredonitscampaign

promisesbecomeswhetheritcanconvertthemintorealpolicy.

CampaignPromisesandDelivery

MakingProgress


5/28

TheAssemblywascautiouslyoptimisticoftheoveralltrajectoryofPresidentObamasagendaand

identifiedanumberofforeignpolicygoalsthathaveshownprogress. RegardingthewarinAfghanistan,

PresidentObamapromisedtosendadditionaltroopsandincreasefinancialsupport. InearlyDecember,

theadministrationannouncedanaccelerateddeploymentof30,000troops. TheObamaAdministration

alsoimprovedtheglobalperceptionoftheUnitedStatesanditscommitmenttointernational

cooperationthroughdiplomaticoutreachandconsistentpoliticalrhetoric. Examplesincludeincreased

dialoguewithCubaandVenezuelaaswellasPresidentObamasmarkedefforttoreachouttothe

MiddleEastinhisCairospeech.

StagnatingPolicies

ApoliticalinheritanceandundefinedstrategicgoalshinderPresidentObamasagenda. Thereislittle

prioritizationinhisforeignpolicy,andrelationswithLatinAmerica,China,andIranlackdirection.

InnovationandchangespecificallyregardinghealthcarehaverunintobarriersinCongress.

Immigrationandeducationappeartobeundertheradar,andreachingacrosstheaisletocreate

bipartisanpoliciesisprovingproblematic. PresidentObamascampaignpledgetoendthebanon

homosexualsservingopenlyinthemilitaryhasseennoprogress,andthedeadlinetoclosetheU.S.

militarydetentioncenterinGuantanamoBayhaspassedwithoutdelivery.

PragmaticImplementation

RealitiesofthePoliticalSystem

Toreturnonitscampaignpromises,theObamaAdministrationmustbalanceU.S.longterminterests,

thevalueofvoters,andanewforeignpolicyparadigm. However,eventhemostdedicatedand

politicallysavvypresidentcanonlyeffectsomuchchangeatonce. Structuralandproceduraldifficulties,

from

the

lengthy

process

of

political

nominations

to

interdepartmental

inefficiencies,

slow

and

impede

progress. AsoneNextGenerationProjectFellowsaid,itisdifficultfornewadministrationstocharge

outofthegates. Bureaucracyfrequentlycreatesinertiaandpartisanshipslowsthepoliticalprocess

further. Anotherfellowstated: inefficiencyisthetaxwepaytoavoidtyranny. Thequestionis,how

longcanweaffordit? Checksandbalancesarethebackboneofourgovernmentyettheprocesshas

stagnated. TherearelimitstoPresidentObamaspoliticalcapitalandwithoutchoosingwisely,hewill

beunabletobypasspoliticalsnares. Adearthofbureaucraticmidlevelmanagementfurtherrestricts

progressandaddstopolicystagnation.

ProactiveRhetoricvs.ReactivePolicies

U.S.policyisalwaysconfrontedbythedividebetweenrhetoricandreality,yetthereisspecificconcern

thatPresidentObamasrhetoricalflourishisdefiningforeignpolicywithouttheguidanceofaclear

strategy. Successfullyarticulatingavisionisapreconditiontoimplementchanges,butitisnotenough

byitself. Findingtheproperbalancebetweenidealisticandinspiringrhetoricandtheneedfor

pragmatismisdifficultbutnecessary. Toofarineitherdirectionsetsthestagefordisaster. President

Obamahasestablishedhighexpectations,yetinheritedcrises,fromtheeconomytothewarsinIraqand

Afghanistan,haveforcedtheadministrationtotemperthesewithreactivemovement.


6/28

Toturnproactiverhetoricintopolicy,theObamaAdministrationmustworktocreatelinkagesandlook

pastdependencypoliticsonbothsidesofU.S.relations. Forexample,ifwewerelessdependentonoil,

itwouldchangeourforeignpolicy. Theadministrationmustcontinuetoreachoutacrossbarriersto

internationalengagement. Thiscanoccuratthecitizenlevel. AllowingU.S.citizenstoenterCuba,for

example,wouldhaveapositiveeffectonbothsidesofU.S. Cubarelations. TheObamaAdministration

isusingmoretraditional20thcenturymilitarytacticsthanexpected,andthisrelianceonhardpower

shouldbereexaminedinanincreasinglyinterconnectedworld.

TheWayForward

OverthecourseofthepasttwoandahalfyearsTheNextGenerationProjectoutlinedforeignpolicy

recommendationsfortheincomingadministration. Anewparadigmisneededthatrecognizesthe

uniquechallengesandnewactorsofforeignpolicyinthe21stcentury. TowhatextentdidtheObama

Administrationembracetheseviews? TheAssemblyagreedthatthetworecommendationsPresident

ObamasuccessfullyacteduponwerechangingthetonewithwhichtheUnitedStatesengageswiththe

worldandleadingthedevelopmentandratificationofinternationaltreaties.WhiletherearemanyNext

GenerationProjectrecommendationsthatPresidentObamahasyettoaddress,thefellowsprioritized

aneconomicpolicythatfocusesonglobalcompetitivenessthroughthefreeflowofideas,information,

andmoney. TheAssemblythenfocusedonwhatrecommendationsitwouldgivetheObama

Administrationbasedonitspreviousperformanceandthechallengesthatlieahead.

RecommendationsAlignedwiththeAdministration

GlobalEngagement

TherewaswidespreadconsensusamongthefellowsthatPresidentObamaisactivelysignalingthe

UnitedStatesinterestinlisteningtoandengagingwiththeworld.PresidentObamasetaWhiteHouse

recordforvisitingovertwentycountriesduringhisfirstyearinofficedeliveringkeyspeechesinCairo,

Prague,andMoscow. Thetoneandstyleofhisadministrationismarkedlydifferentthanthatofour

previousadministration. HereachedoutanopenhandtotheMuslimworldsignalinghisinterestina

newpartnershipbasedonmutualrespectandinterest. HeisrenewingU.S.effortstoengagewithNorth

KoreanstobringthembacktotheSixPartytalks,aneffortthatrequirescooperationfromregional

partnerssuchasChinaandSouthKorea. ItisclearthatPresidentObamaisslowlybutsurelybeginning

toshiftpreconceptionsregardinghowopentheUnitedStatesistolisteningtoandworkingwithvoices

around

the

world.

The

fellows

agreed

that

this

is

an

important

first

step

that

creates

trust

and

sets

the

stageforimplementingchange. PresidentObamahascapturedtheworldsattention,andthefellows

believenowisthetimetoact.

InternationalTreaties

AsPresidentObamaengagestheworld,heisalsodemonstratingtheU.S.commitmenttoreaffirming

previousinternationaltreatiesandforgingnewonesanotherrecommendationissuedbytheNext


7/28

GenerationProjectFellowsduringpreviousAssemblies. ExamplesofthePresidentscommitmentto

internationaltreatiesincludehisannouncementwithPresidentMedvedevthattheUnitedStatesand

Russiawillworkdiligentlytowardanewarmscontroltreaty,hisrecentlynegotiatedmeaningfulyet

modestnonbindingclimateaccordinCopenhagen,andhisvowtoimmediatelyandaggressivelypursue

theratificationoftheComprehensiveTestBanTreaty. Thefellowsrealizethatratifyingthesetreaties

willlikelybeanuphillbattle.However,thesetreatiessignifytotheworldthattheUnitedStatesiswilling

totakeactiononcriticalinternationalchallenges.

RecommendationsfortheAdministration

GlobalCompetitiveness

TheObamaadministrationseconomicpolicyseemstostillbeincrisismanagementmode,rescuingthe

UnitedStatesfromeconomicmeltdown.WhilePresidentObamaismakingprogress,theredoesnot

seemtobealongtermstrategyregardingtheUnitedStatesglobalcompetitivenessstrategy. The

foundationofAmericanpowerinthe21stcenturywillbebasedonourabilitytogeneratewealth. In

ordertocreateavibranteconomy,theremustbeafreeflowofpeople,information,andmoneythat

harnessespioneeringideas.

TheUnitedStatesmustactnowtocompetitivelyeducateitspopulace,encourageentrepreneurship,

andattractthetoptalentfromaroundtheworldtoensureitsglobalcompetitivenessinthefuture.

SomefellowswarnedthatthismaymeanthattheUnitedStatesmustscalebackitsinternational

commitmentsandacknowledgethattoacertaindegreethereisatradeoffbetweeninvestmentinthe

futureandcurrentsecuritychallenges,particularlyintheMiddleEast. HoweveriftheUnitedStates

doesnotactivelysetthestageforfutureglobalcompetitiveness,itwillnothavetheresourcesto

implementandsustainsolidforeignanddomesticpolicies.

RecommendationsSpecifictotheObamaAdministration

ReformtheU.S.PoliticalSystem

Theworldisconverging,buttheU.S.governmentisatastandstill. TheObamaAdministrationhasset

forthsomeinnovativepolicyideasbuthasdifficultyimplementingthembecauseofarchaicinstitutions,

entrenchedbureaucracy,andpartisanpolitics. Insomeways,theadministrationismakingthesituation

worse. Forexample,theObamaAdministrationmadeitsconfirmationscreeningprocessmorerigorous

toadegreethatitisdenyingcertainpeopleappointments.

The

U.S.

government

must

be

reformed

to

convene,

communicate,

and

coordinate

both

within

and

amonglocal,state,andfederalgovernment. Training,coordination,anddelegationarecriticalto

increasegovernmentefficiency. Inaddition,thegovernmentmustengagenewactorssuchasthe

privatesectorandnongovernmentorganizations. Collectiveactionisimperative,whetherengagingthe

privatesectorincounterradicalizationordevisingstrategicallybeneficialrelationshipsforresource

drivenpartnerships. Forexample,U.S.energysolutionsfortheChinesegovernmentprovidethe

opportunityforamutuallybeneficialpartnershipforclimatechange.


8/28

TheU.S.governmentmustalsoeffectivelyusetechnology,andtodosoitmustleveragetheprivate

sector. Thegovernmentcannotrunconcurrentsingletrackforeignpolicy. Itmustutilizetechnologyto

moveflexiblyonmultipleforeignpolicytracksandmodes. Thegovernmentshouldharnesstechnology

tocommunicateitsvisiontothedifferentlevelsandsectorsofgovernment,streamliningpolicycreation

andimplementation.Inaddition,theadministrationshouldusetechnologytobettercommunicatewith

constituents,becauseultimately,allpoliticsarelocal.

GrandStrategy

Whilediscussingtheprogress,orlackthereof,ofPresidentObamasfirstyearinoffice,manyfellows

agreedthattheObamaAdministrationlacksagrandstrategywithwhichtogovernitsforeignpolicy.

Theadministrationisreactiveonissuesastheycometotheforefrontinsteadofbeingproactivelooking

longtermandpreventingissuesbeforetheyoccur.Granted,theadministrationwassaddledwithtwo

warsandaneconomyincrisisbeforePresidentObamatookoffice. Butinordertosolvetheseissues

andthemanyothersthatPresidentObamahaspledgedtoaddress,theremustbeaunityofpurpose

andawillingnesstoengageforeignpolicychallengesandopportunities.

TheNextGenerationFellowsbelievethattherearethebeginningsofagrandstrategywithintheObama

Administration,butfromthevantagepointoftheAmericanpeopleandcountriesaroundtheworld,itis

hardtotell. OnefellowwarnedthatwhencountriesareunsureofU.S.policies,theybegintohedge

againsttheUnitedStatesaslongasthereisalackofclarityregardingwhatdirectiontheUnitedStates

isheaded.TheObamaAdministrationmustengageaspectrumofviewsandinterestsbeyondtheusual

suspects,includingsuchinitiativesastheNextGenerationProject,andestablishasetoforganizing

principlesforforeignpolicy. Outoftheseprinciples,agrandstrategymustemerge. Ifagrandstrategy

isnotcreatedandpublicized,confidencewillbelostbothathomeandabroad.

Prioritization

Developingagrandstrategyisparamount. Withinthatgrandstrategytheadministrationsforeign

policycurrentprioritizationsare:endingthewarinIraq,sendingasurgeoftroopstoAfghanistan,and

stoppingtheglobalfinancialcrisis. Butbeyondthose,Americansandtheworldmustgleanfrom

PresidentObamasspeecheswhathisothertopforeignpolicyprioritiesare. Onefellowcharacterized

PresidentObamaasbeingstarryeyed seeingallglobalissuesasissueswheretheUnitedStatesmust

beengaged,andifnotinaleadershipposition,thenatleastattemptingtosolvethem. Thisisalofty

goalconsideringthefinancialconstraintstheUnitedStatesisfacingandthemyriadofglobalissuesthat

requireaction.

Whenprioritizingissues,optionsmustbeweighed,tradeoffsunderstood,andtoughdecisionsmade.

Inevitablysomeissueswilldropinimportance,andthismayprovetobeunpopular.TheNext

GenerationProjectFellowsrecommendthatwhenmakingthesetoughdecisions,theyshouldbebased

onprioritiesthataresetaccordingtotheguidingprinciplesofagrandstrategy.

Conclusion


9/28

TheconveningpoweroftheUnitedStatesisenormous,andwehavethepotentialtobethearchitect

ofcooperationaroundtheworld,asafellowcommented.Inthedaytodayworldofthegovernmentit

isdifficulttotakealongtermview,yettheneedforinnovativepoliciesandagrandstrategyisclear. As

oneparticipantstated,thisistheneedforinitiativessuchasTheNextGenerationProjectthesessions

provideanarenaforthedialogueanddiversitynecessarytodevelopnewandstrategicforeignpolicy

approaches. Astheworldbecomesmoreinterconnected,forumssuchasthisallowideaand

informationsharingaswellasnetworkingopportunities.

ThepurposeofthisAssemblywastoassesstheObamaAdministrationoneyearlaterhavethe

promisesofthecampaignmaterializedintosoundforeignpolicyandtowhatextenthasPresident

ObamaimplementedtherecommendationsofpreviousNextGenerationProjectAssemblies? Itmaybe

toosoontotell;indeeddiplomacyandforeignpolicyarenotaboutinstantgratification. However,

basedonPresidentObamastrackrecordthusfar,thefellowsrecommendthatPresidentObamashould

craftagloballycompetitiveeconomicpolicythatfocusesoninnovationandthecreationofwealthfor

futuregenerations. HeshouldbegintorestructuretheU.S.governmentbothwithinandamongsectors

toimplementpolicymoreefficientlyandeffectively.Finally,theObamaAdministrationmusthavean

overarchinggrandstrategytoforeignpolicythatwillassisttheadministrationinprioritizingissues,

whichwillenhancetheeffectivenessofPresidentObamastenureinoffice.

December16,2009



NEXT

THE

MARCH 4, 2010


WASHINGTON, DC

BUILDING A 21st CENTURY

GRAND STRATEGY

U.S. GLOBAL POLICY

Challenges to


11/28

1

U.S.GlobalPolicy:ChallengestoBuildinga21stCenturyGrandStrategy

Disclaimer

OnMarch4,2010attheMeridianInternationalCenterinWashington,DC,TheAmericanAssembly,TheRobertS.StraussCenterforInternationalSecurityand

Law,theCenterforNewAmericanSecurity(CNAS),andtheMeridian

InternationalCenterconvenedanAssemblyentitledU.S.GlobalPolicy:

ChallengestoBuildinga21stCenturyGrandStrategyaspartoftheNext

GenerationProject. Thisreportisthecosponsorsbestrepresentationofwhat

wassaidatthemeeting,wherenoattemptwasmadetoreachconclusionsor

achieveconsensus. TheNextGenerationProjectFellowsdidnotreviewthis

reportattheconclusionoftheirmeetingnorpriortoitsposting.

Thecosponsoringinstitutionsdonottakeapositiononsubjectspresentedhere

forpublicdiscussion. Commentsbythefellowswereonanotforattribution

basis,andthefellowsspokeforthemselvesandnotfortheorganizationswith

whichtheyareaffiliated.

TheAmericanAssembly,theStraussCenter,CNAS,andtheMeridianwishto

gratefullyacknowledgethegeneroussupportoftheFordFoundation.

Introduction

PresidentBarackObamacampaignedforofficeonthepromiseofafreshapproachtoglobal

policyintheUnitedStates.Asweapproachthemidwaypointofhisterminoffice,itistimeto

assesswhethertheObamaadministrationisguidedbysuchanoverarchinggrandstrategy.If

so,whataretheelementsofthisgrandstrategy,howwasitformulated,andhowmightitbe

implementedintheyearstocome?AsdiscussedatthepreviousNextGenerationProject

AssemblyObamaOneYearLater,theprioritiesandagendaoftheObamapresidential

campaignhavenotalwaystranslatedintoactualpolicy.Assuch,thisAssemblysetoutto

identify

U.S.

global

policy

goals

in

the

Obama

Administration

and

make

recommendations

for

creatingasuccessfulgrandstrategyinthefuture.

FollowingapaneldiscussiononGrandStrategyinanAgeofSmartPower,theNext

GenerationFellowsanalyzedwhytheUnitedStatesneedsagrandstrategyandwhatpartsof

governmentareresponsibleforcraftingandimplementingthisvision.TheFellowsthen

discussedtheelementsofitsframeworkandhowtomakethisgrandstrategyaccessibleand

compellingtoglobalpolicyaudiences.


12/28

2

IsaGrandStrategyNecessary?

NoGrandEnemy

AsuccessfulUnitedStatesgrandstrategyshouldadvanceAmericaninterestswhileincreasing

peace,security,andstabilityintheinternationalsystem.Therewasdissentamongthefellows

regardingitspracticalapplication,however.Somefellowsarguedthatgrandstrategyisan

outdatedconcept.AbsentanexistentialthreatakintotheSovietUnionduringtheColdWar,

thesefellowsbelieveanarrowlydefinedgrandstrategywouldbetoodifficulttoachieve.It

wouldalsopreventtheflexibilityneededtoconfrontthemorecomplex,diffuseglobal

challengesofthe21stcentury.

Itistheveryabsenceofasingular,grandenemy,severalfellowsrebutted,thatmakeshavinga

fullythoughtout,robustgrandstrategyallthemoreimportant.Theynotedthatwhenthe

United

States

has

a

grand

or

great

enemy,

there

is

a

clear

direction

to

policy

that

allocates

U.S.

fundingandresources.Therefore,theabsenceofsuchanenemyconstitutesamorecompelling

reasontocreateandimplementagrandstrategy.Forexample,theSeptember11th

attacks

upontheUnitedStatesbeganawaronterrorismandsubsequently,agreaterdefinedglobal

policyagenda.Mostofthefellowsfeelthatafternineyears,however,anewframeworkand

setoforganizingprinciplesareneededtoreplacetheconceptoftheWaronTerror.

RiseoftheRest

TheUnitedStatesisnolongeroneofjusttwosuperpowersintheglobalarena. Thefellows

notedthatthecurrentdistributionofstrength,combinedwithfactorssuchastrade,migration,

openborders,andglobalization,parallelsinternationalaffairsmoreso100yearsagothanthe

morerecentColdWar. Onefellowdescribedthisinternationalsystemastheriseoftherest,

inwhichtherearemultipleimportantactors.Issuessuchasglobalclimatechangeandenergy

securityrevealtheincreasedcomplexityoftodaysinternationalarena,however.Somefellows

believethisprovesthataworldpowermusthaveadefinedgrandstrategytonegotiateglobal

policy,setinternationalprioritiesandnavigateamultitudeofplayers.

However,nowthattheresthaverisen,isgrandstrategyanecessityormerelyaluxury?It

standstonotethatinthe21stcentury,largersharesofworldregimesaredemocraciesandtend

tobemorepeacefultowardsotherstatesandtheirownpeople. Assuch,manyquestionedthe

relevanceofoldfashionedbalanceofpowerpoliticsinanageofrapidglobalizationandinterdependence.SomeevenbelievethattheU.S.isinfactpursuingaverystraightforward

grandstrategypromotingdemocraticregimesworldwide.

PragmatismandtheUnitedStates

Asonefellownoted,havingagrandstrategyisunAmerican.Pragmatismplaysalargerolein

Americanthought,anditisimpossibletoapproacheverynewsituationorinternationaltrend


13/28

3

withpresetstrategyinmind.Asaheterogeneouscultureandpeople,somefellowsnotedthat

aunifiedvisionisnotplausible.Ontheotherhand,givenAmericasimmensediversity,agrand

strategymaybecomeincreasinglyimportantinordertopursueacohesiveapproachtopolicy

makingandinternationaldevelopment.Ifagrandstrategyisnecessary,theAssemblyargued

thatitisvitalwehaveaclearandeffectiveprocessforcraftingandimplementingthis

framework.WithoutcleararticulationofthechallengesfacingtheUnitedStates,therecanbe

norealstrategyinAmericanpolicy. Intheend,whenplacedtoavote,morethanseventyfive

percentofthefellowsagreedthatsomeformofagrandstrategyneedstobearticulated.

WhoImplementsGrandStrategy?

RoleofCongress

Mostofthefellowsagreedthattheexecutivebranchbearstheresponsibilityofimplementinga

grandstrategy.However,Congresshasthepowerofthepurseandthereforeplaysacritical

role

supporting

grand

strategy

goals

through

resource

allocation.

As

such,

Congress

approval

of

agrandstrategyisessentialasevenasmallnumberoflegislatorshavethepowertostopor

reversepolicy.Thiscreateschallengestolongtermpolicygoals. Althoughlegislatorsmust

focusontheimmediateneedsoftheirspecificconstituenciesinordertobereelected,these

conflictinginterestsmustbebalancedforeffectivechange.

LeveragingthePrivateSector

Thefellowsagreedthattheprivatesectorhasanimportantroletoplayingrandstrategy,as

well.Certainqualitiesfoundintheprivatesectorsuchasanemphasisoninnovationand

changeareusefulincreatingandimplementinganefficientandflexiblegrandstrategyforthe

21stcentury. Whilecorporationsarenotaltruisticentitiesandtheprivatesectortendstohave

ashortershelflifethantheslow,sustainedgrowthofthepublicsector,thekeyistoutilizethebestelementsoftheprivatesectorwhilerealizingitslimits.Assuch,publicprivatepartnerships

(PPP)arepotentialavenuestopromotegrandstrategyindefense,diplomacy,and

development.PPPsarecollaborative,nontraditionalrelationshipsthatrequiresharedriskand

sharedreward,whichallowthegovernmenttoharnessandcoordinateprivatesectorinitiatives

toaddresslongtermissuessuchasclimatechange.

WhatisGrandStrategyintheObamaAdministration?

GlobalPolicyAgendaRenewalandReassurance

Theprincipalgoalofgrandstrategyistopromotepeace,prosperity,andstability.Thisgoalcan

onlybeaccomplishedifthecurrentadministration,Congress,theAmericanpeople,andthe

privatesectorareabletoeffectivelycollaborateonendgoalsandvalues.Although

bipartisanshipandbureaucraticbarriersimpedecooperationinAmericanpolitics,theAssembly

agreedthatreassuranceandrenewalhasmarkedboththerhetoricandgeneralapproachofthe


14/28

4

Obamaadministration.Fromasteadyimprovementinrelationshipswithalliestothe

incrementalbreakfromtheBushadministration,theObamaadministrationhasmadeaneffort

tosetasideunilateralism.Asonefellowputit,thismaybeaspectacularlyunsexyapproach

tograndstrategy,butitisadrivingfactorintheObamaadministration.Fromresetting

relationswithRussiatocombatingclimatechangeandreinvigoratingnonproliferationnorms,

foreignpolicyissuesinthisadministrationhavefollowedtheseguidingprinciples.

RegionalStrategyinanInterconnectedWorld

Theopeningpanelnotedthatonewaytoimplementagrandstrategywhileaddressingthe

multidimensionalpolicychallengesofthe21stcenturyistocreateanecosystemofsolutions.

Threadsofcontinuitymustspanglobalpolicybasedonthethemesofpartnerships,

engagement,balance,military/nonmilitaryinvestment,security,anddevelopment.These

themes,then,willdrivedisparateactionsingovernment.Websofregionalstabilitydrivenby

bothregionalactorsandtheglobalcommunitywillsustaininternationalpeaceand

developmentacrossmultipleadministrations,aswell.

AnexampleofthenecessityofanecosystemofsolutionsisclearinU.S.policygoalsinthe

MiddleEast.TheObamaadministrationaimstopreserveregionalstability,protectstrategic

relationships,preventconflict,andprovidemeansfordevelopmentandthegrowthofhuman

rights.Acombinationofregionaldynamics,fromArabIsraelitensionstoSunniShia

polarization,andinterstatethreats(suchasIraniannuclearambitions)mustbeaddressedin

tandemtoachievethis.Thesituationisfurtherconfoundedbysubstate,nonstate,and

transnationalthreatsforwhichsolutionsmayinclude,forexample,theestablishmentof

terroristsafehavensinfracturedstatessuchasIraqandYemen.Inordertoaddressoneof

theseissues,itisnecessarytoimplementacohesive,collaborativestrategythattakesinto

accountalltheseregionalconcerns.

IntegratedThinking

Integratedthinkingisessentialinimplementingagrandstrategyandmustleveragethe

promisesoftechnology,aswell. Althoughthereisgreatroomforimprovement,thishasbeena

signatureoftheObamaadministration.Therearecompellingexamplesofhowthismightbe

done.Forinstance,thereiscurrentlyaprojectinAfghanistantoextendthebankingsystemon

mobilephonestoallowthetransferoffundselectronicallydirectlytotheAfghanpoliceforce

viatheirmobilephones.AnotherexampleisatelemedicineinitiativeinAfrica,whichleverages

a

mobile

iPhone

application

that

has

the

capacity

to

act

as

a

stethoscope.

This

allows

doctors

in

CaliforniatohearheartbeatsanddiagnosepatientsinAfrica.Integratedthinkersor

Renaissanceofficials,peoplewithexperienceinthepublicandprivatesectors,arevitalfor

projectssuchasthesetobesustainableandincreasestabilityintheinternationalsystem. With

itscurrentrateofgrowth,technologywillonlycontinuetogrowinimportanceaspartofthe

developmentofagrandstrategy,inbigandsmallways,fromourdealingswiththeAfghan

police,tothegovernmentsownobsoleteinformationtechnology.


15/28

5

WhataretheNextSteps?

EfficientGovernance

U.S.politicalrealitieschallengeimplementationofaglobalpolicyagenda.Asmentionedbriefly,

thestructureoffederalfundinghamperstheabilityofthegovernmenttoactflexiblyand

respondtoissuesinatimelymanner.Asonefellowpointedout,weneedtomatchresourcesto

ourgreatestchallengesandnottheconverse.Onewaytoprioritizeissuesistocreatemission

basedbudgetingversusdepartmentbasedbudgeting.Currently,however,alargegapexists

betweenpoliticalrhetoricandthefinancialmeanstoimplementideassetforthbythis

administration. Agrandstrategymusttakeintoaccountdomesticrealitiesandthelimitations

theyrepresent,aswell.RelativelyshortpresidentialtermsintheU.S.curtailbroadagenda

making. Forinstance,Chineseleadersareabletothinkofaglobalpolicyagendaintermsoften

andtwentyyearincrements,whereaslimitedU.Spresidentialtermshindertheabilityof

Americanadministrationstocreateandsustainlongtermagendas.

Adisconnectbetweenpeoplewhothinkaboutpolicyandthosewhomakepolicycanimpair

changemanagement,aswell.Untilthereisbroadercooperation,grandstrategyinaneraof

smartpowerwillnotsucceed.Innovationiscrucialyetthereisneitherarewardsystemnor

incentivesforfederalemployeestoapplycreativethinking. AmodelliketheDefenseApplied

ResearchProjectsAgency(DARPA),whichhastheprimaryresponsibilitytomaintainU.S.

technologicalsuperiorityoverpotentialadversaries,hasthepotentialtogenerateideasina

federalbureaucracywherepoorcoordinationisquicklybecominganationalsecurityissue.

Crossdepartmentalcooperationwillalsoincreasethelikelihoodofefficientchange.Smallsteps

canmakealargedifference,suchasencouraginginteragencyassignment. Forexample,the

QuadrennialDiplomacyandDevelopmentReview(QDDR),astudybytheU.S.Departmentof

State,analyzestheshort,medium,andlongtermblueprintforU.S.diplomaticand

developmenteffortsabroadinvolvingmembersfrommultipledepartments. Byemphasizing

longtermplanning,theQDDRseekstointegratediplomacyanddevelopmentmissionsunder

oneplanningprocess. Thisisanimportantsteptocoreinstitutionalreformsandcorrective

changesnecessaryforbroadcooperation.

StrategicEngagement

Theforeignandnationalsecuritypolicyworldsarepopulatedbyasmallandattimesinsular

groupwithsimilarbackgroundsandexperiences.Ahugetalentpoolismissedasstrategyis

largelydevisedinNewYorkandWashingtonD.C. atthehighestlevels.InternationalcooperationwouldbenefitagreatdealiftheU.S.governmentleverageddiversepoolsof

talents,experiencesandideastoagreaterextent.Thousandsofstudentsstudyabroad,and

U.S.citieshavesistercitiesallovertheworld. Byfailingtocoordinatewiththesepublic

initiatives,aswellasuniversities,healthcaresystems,andtheprivatesector,thegovernmentis

losingvaluablestrategicpartners.Aspreviouslystated,publicprivatepartnerships(PPPs)can

serveasasuccessfulmodelofstrategicengagementtoincreasestabilityandcreateconditions


16/28

6

thatareconducivetoincreasedinvestmentandgrowth. Asmostoftheaidflowinginto

developingcountriesis,infact,fromtheprivatesector,thisavenuebenefitsall.

Conclusion

Therateofchangeineconomicandtechnologicalgrowthinthepastcenturyisbeyondany

other,andthereisnosignthepacewillslow.TheUnitedStatesisfacingagrowingslateofnew

globalpolicyissues,increasedvoterawareness,andthegrowingroleofprivatebusinessin

publicpolicy.Thewaythefederalgovernmentconceivesandexecutesagrandstrategymust

takeintoaccountalltheseissues.Strategicengagementhasbecomemorecriticalthaneveras

foreignpolicyissueshavebecomeasmultidimensionalastheactorsinvolved. Asoneofthe

fellowsstated,recognizingalternativemodelsforagrandstrategyisnotanadmissionof

declinismbutratherarealisticapproachtogovernanceinthe21stcentury.

Asaleadingexporterofhightechnologygoodsinconjunctionwithadynamic,entrepreneurial

economy,

the

United

States

possesses

powerful

and

compelling

tools

to

engage

the

internationalcommunityfromapositionofcredibilityandleadership.Assuch,issuesthathave

thepotentialtothreatenthiseconomicfoundation,suchasstateinstabilityandregional

conflict,mustbeconsideredthegreatestthreatstoU.S.nationalsecurity. Aglobalpolicy

agendaorgrandstrategymustthereforeaddressthebalanceofpower,economicstability,and

regionaldevelopmentwhileaddressingacoordinatedecosystemofsolutions.


17/28

1

The Next Generation Project

U.S. Global Policy: Challenges to Building a 21st Century Grand Strategy

Meridian International Center

Washington, DC

March 4, 2010

Jasmeet Kaur Ahuja

Professional Staff Member

House Committee on Foreign Affairs

U.S. House of Representatives

Jonathan W. Allen

Senior Associate

Booz Allen Hamilton

Preeta D. Bansal

General Counsel and Senior Policy Adviser

Office of Management and Budget

Executive Office of the President

Derek Berlin

Vice President

International Government RelationsJ.P. Morgan Chase & Co.

Katherine E. Bliss

Deputy Director and Senior Fellow

Americas Program and Global Health Policy

Center

Center for Strategic and International Studies

David V. Bonfili

Vice President

Two Sigma Investments, LLC

Noah Bopp

Founder and Director

The School for Ethics and Global Leadership

Joshua W. Busby

Assistant Professor

LBJ School of Public Affairs

Crook Distinguished Scholar

Robert S. Strauss Center for InternationalSecurity and Law

The University of Texas at Austin

Rebecca Chesney

Associate Director

Financial Operations

Young Professionals in Foreign Policy

CPT Geerati Choosang

Company Commander

United States Army

LTC Sunil B. Desai, USMC

Strategist

Marine Corps QDR Integration Group

U.S. Marine Corps

Gregory W. Engle

Associate Director

Robert S. Strauss Center for International

Security and Law


Andrew P. N. ErdmannEngagement Manager

McKinsey & Company

Daniella M. Foster

Director of Public-Private Partnerships

Bureau of Educational and Cultural Affairs

U.S. Department of State


18/28

2

Saul Garlick

Founder and Executive Director

ThinkImpact

Francis J. Gavin

Director

Robert S. Strauss Center for InternationalSecurity and Law

Tom Slick Professor in International Affairs



Patrick Gorman

Principal

Booz Allen Hamilton

Bailey S. Hand

Deputy Director for Afghanistan

Office of the Secretary of Defense

Cullen Hendrix

Assistant Professor

Department of Political Science

Jeff Hittner

Deputy Chair and Director of Research

Corporate Eco Forum

Rachel Hoff

Director of External Affairs

Foreign Policy Initiative

Eugene J. Huang

Senior Advisor to the Chief Technology Officer

Office of Science and Technology Policy

Executive Office of the President

Church Hutton

Professional Staff Member

Senate Armed Services Committee

United States Senate

Adm. B.R. Inman (Ret.)Interim Dean & LBJ Centennial Chair in

National Policy



Colin H. Kahl

Deputy Assistant Secretary of Defense

International Security Affairs/Middle East

Department of Defense

Peter Kanning

Vice PresidentHSBC

Lorelei Kelly

Director

New Strategic Security Initiative

Erik J. Leklem

Senior Strategy Advisor QDDR

Department of State

Peter Lohman

Foreign Service OfficerU.S. Department of State

Joshua J. Marcuse

Founder and President


Jim Mitre

Foreign Affairs Specialist

Office of the Secretary of Defense (Policy)

John Norris

Executive DirectorEnough Project

Center for American Progress

Eric Patterson

Visiting Assistant Professor of Government

Assistant Director

Berkley Center for Religion, Peace and World

Affairs

Georgetown University

Ely Ratner

Associate Political ScientistRAND Corporation

David Rittgers

Legal Policy Analyst

Cato Institute


19/28

3

Joshua Rogin

Staff Writer

Foreign Policy

Zachary Rothschild

Officer for Mauritania and Guinea


Idean Salehyan

Assistant Professor

Department of Political Science

University of North Texas

Randall Schriver

Founding Partner

Armitage International

Vikram J. Singh

Senior Defense Advisor to the SpecialRepresentative for Afghanistan & Pakistan


Anne-Marie Slaughter

Director of Policy Planning

Department of State

Devin Stewart

Program Director and Senior Fellow

Carnegie Council for Ethics in International

Affairs

Timothy Sullivan

Research Fellow

American Enterprise Institute

Kati Suominen

Trans-Atlantic Fellow

German Marshall Fund of the United States

Mohammad Ayatollahi Tabaar

Reporter

BBC News

LecturerGeorge Washington University

Vaughan Turekian

Chief International Officer

Director, Center for Science Diplomacy

American Association for the Advancement of

Science

Robin van Puyenbroeck

Treasurer

United Nations Association of New York

Catherine E. Weaver

Assistant Professor and Distinguished Scholar

LBJ School of Public Affairs and Strauss Centerfor International Security and Law

Michael Zubrow

Associate and Special Assistant to the Chair

Albright Stonebridge Group

Observers

Alexis K. Albion

Former Assistant to the President/Speechwriter

Office of the PresidentThe World Bank

Robert Coonrod

Chief Operating Officer


Laura Eise

Director of Connect Veterans


Anita Sundarajan

Desk OfficerBureau of European and Asian Affairs

Department of State



NEXT

THE


WASHINGTON, DC

June 15, 2010

ME

RIDIAN

INTERNATION

A

1 9 6 0 2 0 1 0

The Foundations of Power

technology finance innovation

and U.S. GLOBAL POLiCY

in the 21st century?


21/28

1

Introduction

At previous Assemblies, there was concern that the United States relied too much on traditional20th century geopolitical tools. Although there is little dissent that innovation is required forsuccessful foreign policy and global competitiveness, the question ishow do we achieve this?

What is required? The Next Generation fellows gathered to discuss ideas and methods to answerthese questions, and in doing so, addressed key issues concerning economic development andinnovation in the 21st century.

The first section of this report covers the fellows assessment of the current state of U.S. affairsand discussion on the linkage between the economy and our national prosperity and security,covering three key elements of economic growth: finance, human capital, and policy.Recommendations are then set forth to promote U.S. global leadership and economiccompetitiveness in the coming years.

Innovation in the United States

When Paul Kennedy wrote about the decline of the United States and the rise of Japan, he asked:are our commitments overextending us? As one fellow stated, strategic priorities do notnecessarily go hand in hand. If the government is worried about unemployment, that will drawattention away from innovation. Jobs do not come from niche new technologies (although theymay be critical down the line). In the past, however, the U.S. government has played a large rolein innovation. As one fellow pointed out, the railroad would never have spanned the countrywithout federal assistance. When does limited government promote the free flow of capital andideas, and when does it miss opportunities to tap into this potential?

Developing Great Minds

To ensure the United States remains competitive, the U.S. education system must producegraduates in science, technology, engineering, and math (STEM) at the appropriate scope andscale. It must also provide a thorough and well-maintained primary education. However, theUnited States under-invests in education although academic competitiveness is increasinglycritical to maintain a vibrant economy across a variety of sectors. For example, in medical care,lifestyle is frequently the root of poor health. Education could play a large role in diminishingthese problems and improving lifestyle and productivity in the United States.

In addition, the United States must have a visa system that attracts the worlds best talent. Tomeet the need for graduates across all fields, the United States must make it easier for foreign

professors and students to enter the country. Historically, the United States has been a magnetfor talent, which has been healthy for the general well-being and competitive edge of the nation.The top universities in the world are still in the United States, but if rigid visa processes constrainthe number of scholars that are able to come to the United States for research and studythiswill change.


22/28


23/28

3

While the government supports innovation in many ways, such as investing in young scholars,both domestic and foreign, to promote leadership in their fields and ministries at home andabroad, most fellows felt that the government should expand the number of people and projects itfunds to include a broader range of innovations. The fellows argued that a primary deterrentbehind government funding of a greater number of, or more worthwhile, projects was lack of

shared knowledge and expertise. For example, while the government has in place a few rotationprograms that expose various areas of the military to each other, such as an Army to Navyprogram, more should be set up among other departments.

Research and Development

Public priorities have a role to play in guiding the direction of ventures, but these sometimeshave unintended consequences that may negatively impact the economy. In applying directgrants to a certain industry, the government tries to pick winners. And it will pick winners. Thisskews the market as the aggregation of money allows those with political tentacles to appeal tothe correct people and places to gain funding. An uneven distribution of money may skew long

term trends, as well. The incentives for a government grant are different than those in themarketplace. Success is the goal, and that means the government will pick technologies that aremature. The procedure is to avoid risks, and therefore the companies that get grants makeincremental innovation versus great steps.

Additionally, private foundations have a difficult time donating to for-profit companies. Sincethese foundations can only give charitable donations, they cannot give grants to for-profit entitiesthat have social agendas such as start-ups or companies specializing in social innovation. Somefellows wondered, is changing the tax law an option here? Does a new kind of company need tobe established for the for-profit company that has the mandate of an NGO? Many fellows agreedthat a social impact company that also has a profit motive should be eligible for investment fromprivate foundations, and that a new classification of these businesses needs to be created.

Policymaking and Change Management

For years the U.S. government has been confronting issues such as implementation of innovationand funding issues with mixed results. The government needs to shift to longer term issues suchas infrastructure and education. Also, the government needs to leverage as many partnerships aspossible. For example, in academia, there is much excitement, expertise, and potential aroundthe energy sector. This is also true with healthcare. However, national priorities tend to bepoorly communicated to the academic sector, which results in a large gap between academiasinterests and public sector goals. This gap needs to be addressed and improved.

Leveraging Technology

The fellows agreed that government has many roles to play, and that it could do several things tohelp broaden and strengthen the United States stake in technology and innovation. First, sincethe riskiest part of venture innovation is the initial stage, the government should set aside fundsnot only to develop technologies once they have been established, but more importantly to


24/28

4

support the development of new ideas and innovations. Russia claims that it will create aventure fund so that it can create its own Silicon Valley. It is important that the U.S. governmentcontinues to encourage innovation and help people to firmly establish budding businesses here inthe United States.

Second, governmental organizations and policymakers should adopt cutting edge technologywhenever possible, thereby demonstrating that adaptation is possible and beneficial andincreases their competitive edge. Third, since almost all of the fellows agreed that thegovernment does not do enough to leverage technology and innovation for U.S. prestige andpopularity, it should establish partnerships with nonprofits and successful commercial entities.The government should also encourage private investment along with public investment,especially in terms of the health, education, and energy sectors. To improve coordination, smallrotation programs should be expanded or established in governmental departments to helpexpose funding and other personnel to different environments. Some program ideas includeswapping Foreign Service officers and academics or public sector personnel and private sectorexecutives.

Maximizing Potential

The fellows had a number of different recommendations to maximize innovation potential in theUnited States. To encourage and embrace creativity in research means there must be a change infunding. One of the challenges facing government funding of basic research is ensuring thegrant fits with the research instead of the reverse. Singapore and China are drawing innovatorsaway from the United States by providing funding for people instead of subjects. Greaterinfrastructure and coordination in academia will help to catch these important ideas andinteractions between the levels of production. Also, Congress has a role to play in encouraginginnovation. Long range planning can help direct funding, although in contrast with Chinathe

U.S. governments ability to respond quickly to an issue is valuable insofar as policymakers areattentive to the fact that the United States is not structured for long term planning.

The fellows also agreed that it is critically important that the government ensures ideas areprotected and valued through an effective patent system. For example, Maryland gives a taxcredit for investment in areas that are research areas for the state, such as biotechnology. Thisprovides an incentive where investors are deciding where to place their money. It does notgreatly skew the market but rather helps shape the general direction of investment dollars, whichin turn creates robust and sustainable biotechnology development in the state withoutbureaucratic overhead. On this note, however, the United States must remain aware thatinnovation does not always happen in structured markets.

Conclusion

Institutional flexibility, integrated economies, and entrepreneurial advances will help the UnitedStates maintain its competitive edge. Openness of academia also makes the United Statesuniquely situated to be the leading incubator of innovation. Different theories of innovation,from elite-centric strategies (i.e. growing universities) to socially broad goals (i.e. state and localissues) provide avenues to success. Increased governmental support is paramount both in the


25/28

5

number of projects and individuals supported. The fellows also urged an increase in partnershipsamong the government, nonprofit, and for-profit sectors.

Processes and institutional changes are necessary, and this includes a reexamination of visapolicy. Critical reforms in patent laws must also be addressed for effective governmental action.

The fellows agreed that that long term strategy in an increasingly interconnected world meansmaking hard choices when faced with real constraints. U.S. leadership must face trade-offs,from reforming government infrastructure and the execution of funding in legislature to bridgingthe gap between government needs and individual ideas if the United States is to compete andthrive.


26/28


27/28

7

Robert Lane Greene

International Correspondent

The Economist

Jay Gulledge

Senior Scientist

Pew Center on Global Climate Change

J.C. Herz

CEO

Bachtags LLC

Christina Higgins

Foreign Service Officer (Public Diplomacy)


James Hung

CEO

The Hive

Joseph K. Hurd III

Senior Director

Export Promotion and Trade Policy

U.S. Department of Commerce, International

Trade Administration

Allison M. Johnson

Director, Smart Power in USA Foreign Policy

Initiative

Northrop Grumman Corporation

Technical Services Sector

Andrew J. Johnson

Senior Manager

Policy and Government Relations

Sharp Solar

Lorelei Kelly

Director

New Strategic Security Initiative

Daniel Kirk-Davidoff

Chief ScientistClimate and Weather Services

MDA Information Systems, Inc.

Alexander T. J. Lennon

Editor-in-Chief & Senior Fellow

The Washington Quarterly/CSIS

Mariel McKone Leonard

MA Candidate, Democracy and Governance

Georgetown University

Joshua J. Marcuse

President


Evan Michelson

Senior Research Associate

The Rockefeller Foundation

Gautam Mukunda

PhD Candidate

Massachusetts Institute of Technology

Dayo Olopade

Bernard Schwartz Fellow

New America Foundation

Rachel A. Posner

Fellow

Energy and National Security Program

Center for Strategic and International Studies

Jennifer Shaloff Rahimi

Foreign Affairs Officer


Bureau of Oceans and International

Environmental and Scientific Affairs

Office of Science and Technology Cooperation

Ely Ratner

Associate Political Scientist

RAND Corporation

Josh Rogin

Staff Writer

Foreign Policy

Sonal Shah

Director

Office of Social Innovation and CivicParticipation

The White House Domestic Policy Council


28/28

Jennifer Spencer

Director, Center for International Business

Education and Research

Coelho Associate Professor of International

Business and International Affairs

George Washington University

Frank Spring

Consultant

Innovation Policy Project Leader

World Policy Institute

Kati Suominen

Resident Fellow

German Marshall Fund of the United States

Erin Thornton

Global Policy Director

ONE

Michael Walsh

Director

Forum One Communications

Ryan Wartena

CEO

Growing Energy Labs Inc.

Roger Yee

President & COO

TripleDex

Michael Zubrow

Associate and Special Assistant to the Chair

Albright Stonebridge Group

Observers

Robert CoonrodChief Operating Officer


Laura Eise

Director of Connect Veterans


Emily Voight

Executive Associate

Institute for Middle East Studies

Elliott School of International Affairs

The George Washington University

Documents

Combined Meridian Reports w Cover