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NEXT
THE
White Papers
ME
RIDIAN
INTERNATION
AL
C
1 9 6 0 2 0 1 0
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NEXT
THE
DECEMBER 16, 2009
MERIDIAN INTERNATIONAL CENTE
WASHINGTON, DC
ONE YEAR LATER
BAMA
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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
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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
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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.
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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
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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.
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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
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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
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NEXT
THE
MARCH 4, 2010
MERIDIAN INTERNATIONAL CENTE
WASHINGTON, DC
BUILDING A 21st CENTURY
GRAND STRATEGY
U.S. GLOBAL POLICY
Challenges to
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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.
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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
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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
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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.
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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
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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.
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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
The University of Texas at Austin
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
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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
LBJ School of Public Affairs
The University of Texas at Austin
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
LBJ School of Public Affairs
The University of Texas at Austin
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
Young Professionals in Foreign Policy
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
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3
Joshua Rogin
Staff Writer
Foreign Policy
Zachary Rothschild
Officer for Mauritania and Guinea
U.S. Department of State
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
U.S. Department of State
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
Meridian International Center
Laura Eise
Director of Connect Veterans
Young Professionals in Foreign Policy
Anita Sundarajan
Desk OfficerBureau of European and Asian Affairs
Department of State
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NEXT
THE
MERIDIAN INTERNATIONAL CENTE
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?
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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.
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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
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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
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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.
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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)
U.S. Department of State
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
Young Professionals in Foreign Policy
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
U.S. Department of State
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
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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
Meridian International Center
Laura Eise
Director of Connect Veterans
Young Professionals in Foreign Policy
Emily Voight
Executive Associate
Institute for Middle East Studies
Elliott School of International Affairs
The George Washington University