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U N I V E R S ITY O F TE XAS AT AU STI N

NEXT
THE

BAMA
ONE YEAR LATER

DECEMBER 16, 2009 MERIDIAN INTERNATIONAL CENTER WASHINGTON, DC

U N I V E R S ITY O F TE XAS AT AU STI N

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

attemptwasmadetoreachconclusionsorachieveconsensusatthe Assembly. ItshouldbenotedthattheNextGenerationProjectFellowstook partinthismeetingasindividualsandspokeforthemselvesrather thanfortheorganizationsandinstitutionswithwhichtheyare affiliated.

Introduction
WiththeelectionandinaugurationofBarackObama,theUnitedStatesusheredinahistoric administrationaswellasanewandhighersetofexpectations.PresidentObamacampaignedonthe platformofapromiseofafreshapproachtobothdomesticandforeignpolicy,inspiringhopearound theworld.Nowintoitssecondyearinoffice,itistimetoassesshowtheObamaAdministrationhas beguntorealizethesegreataspirationsandthedauntingchallengestheyface. InthefirstsessionoftheAssembly,PromisesandPerformance,thefellowsdiscussedtheObama Administrationsdeliveryoncampaignpromisesandthedifficultyofpragmaticimplementationinthe U.S.politicalsystem.Inthesecondsession,TheWayForward,thefellowsevaluatedthesuccessofthe ObamaAdministrationatheedingrecommendationsmadeatpreviousNextGenerationconferences 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

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, fromthelengthyprocessofpoliticalnominationstointerdepartmentalinefficiencies,slowandimpede 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.

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 aroundtheworld.Thefellowsagreedthatthisisanimportantfirststepthatcreatestrustandsetsthe stageforimplementingchange.PresidentObamahascapturedtheworldsattention,andthefellows believenowisthetimetoact. InternationalTreaties AsPresidentObamaengagestheworld,heisalsodemonstratingtheU.S.commitmenttoreaffirming previousinternationaltreatiesandforgingnewonesanotherrecommendationissuedbytheNext

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. TheU.S.governmentmustbereformedtoconvene,communicate,andcoordinatebothwithinand amonglocal,state,andfederalgovernment.Training,coordination,anddelegationarecriticalto increasegovernmentefficiency.Inaddition,thegovernmentmustengagenewactorssuchasthe privatesectorandnongovernmentorganizations.Collectiveactionisimperative,whetherengagingthe privatesectorincounterradicalizationordevisingstrategicallybeneficialrelationshipsforresource drivenpartnerships.Forexample,U.S.energysolutionsfortheChinesegovernmentprovidethe opportunityforamutuallybeneficialpartnershipforclimatechange.

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 PresidentObamaasbeingstarryeyedseeingallglobalissuesasissueswheretheUnitedStatesmust beengaged,andifnotinaleadershipposition,thenatleastattemptingtosolvethem.Thisisalofty goalconsideringthefinancialconstraintstheUnitedStatesisfacingandthemyriadofglobalissuesthat requireaction. Whenprioritizingissues,optionsmustbeweighed,tradeoffsunderstood,andtoughdecisionsmade. Inevitablysomeissueswilldropinimportance,andthismayprovetobeunpopular.TheNext GenerationProjectFellowsrecommendthatwhenmakingthesetoughdecisions,theyshouldbebased onprioritiesthataresetaccordingtotheguidingprinciplesofagrandstrategy.

Conclusion

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

U.S. GLOBAL POLICY

NEXT
THE

GRAND STRATEGY

BUILDING A 21st CENTURY

Challenges to

MARCH 4, 2010 MERIDIAN INTERNATIONAL CENTER WASHINGTON, DC

U N I V E R S ITY O F TE XAS AT AU STI N

U.S.GlobalPolicy:ChallengestoBuildinga21stCenturyGrandStrategy Disclaimer OnMarch4,2010attheMeridianInternationalCenterinWashington,DC,The AmericanAssembly,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 identifyU.S.globalpolicygoalsintheObamaAdministrationandmakerecommendationsfor creatingasuccessfulgrandstrategyinthefuture. FollowingapaneldiscussiononGrandStrategyinanAgeofSmartPower,theNext GenerationFellowsanalyzedwhytheUnitedStatesneedsagrandstrategyandwhatpartsof governmentareresponsibleforcraftingandimplementingthisvision.TheFellowsthen discussedtheelementsofitsframeworkandhowtomakethisgrandstrategyaccessibleand compellingtoglobalpolicyaudiences. 1

IsaGrandStrategyNecessary?
NoGrandEnemy AsuccessfulUnitedStatesgrandstrategyshouldadvanceAmericaninterestswhileincreasing peace,security,andstabilityintheinternationalsystem.Therewasdissentamongthefellows regardingitspracticalapplication,however.Somefellowsarguedthatgrandstrategyisan outdatedconcept.AbsentanexistentialthreatakintotheSovietUnionduringtheColdWar, thesefellowsbelieveanarrowlydefinedgrandstrategywouldbetoodifficulttoachieve.It wouldalsopreventtheflexibilityneededtoconfrontthemorecomplex,diffuseglobal challengesofthe21stcentury. Itistheveryabsenceofasingular,grandenemy,severalfellowsrebutted,thatmakeshavinga fullythoughtout,robustgrandstrategyallthemoreimportant.Theynotedthatwhenthe UnitedStateshasagrandorgreatenemy,thereisacleardirectiontopolicythatallocatesU.S. fundingandresources.Therefore,theabsenceofsuchanenemyconstitutesamorecompelling reasontocreateandimplementagrandstrategy.Forexample,theSeptember11thattacks 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 relevanceofoldfashionedbalanceofpowerpoliticsinanageofrapidglobalizationand interdependence.SomeevenbelievethattheU.S.isinfactpursuingaverystraightforward grandstrategypromotingdemocraticregimesworldwide. PragmatismandtheUnitedStates Asonefellownoted,havingagrandstrategyisunAmerican.Pragmatismplaysalargerolein Americanthought,anditisimpossibletoapproacheverynewsituationorinternationaltrend 2

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 rolesupportinggrandstrategygoalsthroughresourceallocation.Assuch,Congressapprovalof agrandstrategyisessentialasevenasmallnumberoflegislatorshavethepowertostopor reversepolicy.Thiscreateschallengestolongtermpolicygoals.Althoughlegislatorsmust focusontheimmediateneedsoftheirspecificconstituenciesinordertobereelected,these conflictinginterestsmustbebalancedforeffectivechange. LeveragingthePrivateSector Thefellowsagreedthattheprivatesectorhasanimportantroletoplayingrandstrategy,as well.Certainqualitiesfoundintheprivatesectorsuchasanemphasisoninnovationand changeareusefulincreatingandimplementinganefficientandflexiblegrandstrategyforthe 21stcentury.Whilecorporationsarenotaltruisticentitiesandtheprivatesectortendstohave ashortershelflifethantheslow,sustainedgrowthofthepublicsector,thekeyistoutilizethe bestelementsoftheprivatesectorwhilerealizingitslimits.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 3

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 amobileiPhoneapplicationthathasthecapacitytoactasastethoscope.Thisallowsdoctorsin CaliforniatohearheartbeatsanddiagnosepatientsinAfrica.Integratedthinkersor Renaissanceofficials,peoplewithexperienceinthepublicandprivatesectors,arevitalfor projectssuchasthesetobesustainableandincreasestabilityintheinternationalsystem.With itscurrentrateofgrowth,technologywillonlycontinuetogrowinimportanceaspartofthe developmentofagrandstrategy,inbigandsmallways,fromourdealingswiththeAfghan police,tothegovernmentsownobsoleteinformationtechnology. 4

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.International cooperationwouldbenefitagreatdealiftheU.S.governmentleverageddiversepoolsof talents,experiencesandideastoagreaterextent.Thousandsofstudentsstudyabroad,and U.S.citieshavesistercitiesallovertheworld.Byfailingtocoordinatewiththesepublic initiatives,aswellasuniversities,healthcaresystems,andtheprivatesector,thegovernmentis losingvaluablestrategicpartners.Aspreviouslystated,publicprivatepartnerships(PPPs)can serveasasuccessfulmodelofstrategicengagementtoincreasestabilityandcreateconditions 5

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,theUnitedStatespossessespowerfulandcompellingtoolstoengagethe internationalcommunityfromapositionofcredibilityandleadership.Assuch,issuesthathave thepotentialtothreatenthiseconomicfoundation,suchasstateinstabilityandregional conflict,mustbeconsideredthegreatestthreatstoU.S.nationalsecurity.Aglobalpolicy agendaorgrandstrategymustthereforeaddressthebalanceofpower,economicstability,and regionaldevelopmentwhileaddressingacoordinatedecosystemofsolutions.

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 Relations J.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 International Security 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. Erdmann Engagement Manager McKinsey & Company Daniella M. Foster Director of Public-Private Partnerships Bureau of Educational and Cultural Affairs U.S. Department of State

Saul Garlick Founder and Executive Director ThinkImpact Francis J. Gavin Director Robert S. Strauss Center for International Security 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 President HSBC Lorelei Kelly Director New Strategic Security Initiative Erik J. Leklem Senior Strategy Advisor QDDR Department of State Peter Lohman Foreign Service Officer U.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 Director Enough 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 Scientist RAND Corporation David Rittgers Legal Policy Analyst Cato Institute

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 Special Representative 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 Lecturer George 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 Center for 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 President The World Bank Robert Coonrod Chief Operating Officer Meridian International Center Laura Eise Director of Connect Veterans Young Professionals in Foreign Policy Anita Sundarajan Desk Officer Bureau of European and Asian Affairs Department of State

NEXT
THE

The Foundations of Power

in the 21st century?

technology finance innovation and U.S. GLOBAL POLiCY

MERIDIAN INTERNATIONAL CENTER WASHINGTON, DC

June 15, 2010

IN
AN

T E R N AT I O N

M E RI DI

CEN
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19 6 0 2 0 10

U N I V E R S ITY O F TE XAS AT AU STI N

Introduction
At previous Assemblies, there was concern that the United States relied too much on traditional 20th century geopolitical tools. Although there is little dissent that innovation is required for successful 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 answer these questions, and in doing so, addressed key issues concerning economic development and innovation in the 21st century. The first section of this report covers the fellows assessment of the current state of U.S. affairs and 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 economic competitiveness 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 not necessarily go hand in hand. If the government is worried about unemployment, that will draw attention away from innovation. Jobs do not come from niche new technologies (although they may be critical down the line). In the past, however, the U.S. government has played a large role in innovation. As one fellow pointed out, the railroad would never have spanned the country without federal assistance. When does limited government promote the free flow of capital and ideas, 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 produce graduates in science, technology, engineering, and math (STEM) at the appropriate scope and scale. It must also provide a thorough and well-maintained primary education. However, the United States under-invests in education although academic competitiveness is increasingly critical 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 diminishing these 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. To meet 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 magnet for 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 constrain the number of scholars that are able to come to the United States for research and studythis will change.

Turning Ideas into Action The United States has always been a leader in innovation, and still is; take, for example, the iPad. This tool combines a wealth of technologies into one neat little package. The concept of supplying aid via an SMS platform, as thousands of Americans did to support the relief efforts in Haiti by way of texting to donate $10.00, is another example. A major concern raised by the fellows, however, is that the United States does not capitalize on innovation. For example, while it was U.S. technology that led to the idea of a bullet train, it is China who put that technology into practice. They built a bullet train that has opened up the country and has created dynamism for people doing business in different locations. Although the idea originated on American soil, the U.S. government is pouring energy into bridges and highways geared to 20th century modes of transportation. Both China and India are becoming strong competitors in terms of smart power, and the United States needs to maximize on its innovations to keep up. The United States is still the most innovative country in the world. In fact, this is the trajectory that it is traveling on, and no other country is coming up with more new ideas. The problem is turning those ideas into something more. In order to do this several things need to change, including the implementation of policies that support new innovation, a change in traditional topdown government oversight, and how research is funded.

Financing Change
If the build-out of current technologies and take-off of emerging technologies requires an integrated and robust financial model, is the U.S. financial system capable of funding the next revolution given the recent financial meltdown and pending regulation? Research and development, venture capital, initial public offerings, and bond issues necessary to scale new industries are critical components to consider. In the words of one fellow, all government spending involves redistribution. Although innovation can reduce trade-offs, it will not necessarily rid the nation of them. What to fund, how to fund One of the panelists raised the following question: is the United States like Great Britain in the 1870s, when they focused on finance and empire building and management only to be rapidly replaced by the United States in economic leadership and challenged by Germany in military power? Or is the model more like the early 1970s, when the United States appeared in decline but rapidly seized on new information and communication technologies to rebuild its economy. General optimism prevailed throughout the discussion sessions, but a number of concerns were raised regarding investment in innovation and funding of entrepreneurial ventures. For example, venture capital is different today than it was in the 1970s. In the words of a fellow, a too big to fail attitude emanating from Washington has led to a situation in which large companies have relatively easy access to capital. However, small and medium companies do not, and they therefore have a difficult time getting the financing necessary to expand. This results in a gap in the marketplace as big companies have access to liquidity but the middle tier suffers.

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 and abroad, most fellows felt that the government should expand the number of people and projects it funds to include a broader range of innovations. The fellows argued that a primary deterrent behind 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 rotation programs that expose various areas of the military to each other, such as an Army to Navy program, 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 sometimes have unintended consequences that may negatively impact the economy. In applying direct grants to a certain industry, the government tries to pick winners. And it will pick winners. This skews the market as the aggregation of money allows those with political tentacles to appeal to the 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 the marketplace. Success is the goal, and that means the government will pick technologies that are mature. The procedure is to avoid risks, and therefore the companies that get grants make incremental innovation versus great steps. Additionally, private foundations have a difficult time donating to for-profit companies. Since these foundations can only give charitable donations, they cannot give grants to for-profit entities that have social agendas such as start-ups or companies specializing in social innovation. Some fellows wondered, is changing the tax law an option here? Does a new kind of company need to be established for the for-profit company that has the mandate of an NGO? Many fellows agreed that a social impact company that also has a profit motive should be eligible for investment from private 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 innovation and funding issues with mixed results. The government needs to shift to longer term issues such as infrastructure and education. Also, the government needs to leverage as many partnerships as possible. For example, in academia, there is much excitement, expertise, and potential around the energy sector. This is also true with healthcare. However, national priorities tend to be poorly communicated to the academic sector, which results in a large gap between academias interests 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 to help broaden and strengthen the United States stake in technology and innovation. First, since the riskiest part of venture innovation is the initial stage, the government should set aside funds not only to develop technologies once they have been established, but more importantly to 3

support the development of new ideas and innovations. Russia claims that it will create a venture fund so that it can create its own Silicon Valley. It is important that the U.S. government continues to encourage innovation and help people to firmly establish budding businesses here in the United States. Second, governmental organizations and policymakers should adopt cutting edge technology whenever possible, thereby demonstrating that adaptation is possible and beneficial and increases their competitive edge. Third, since almost all of the fellows agreed that the government does not do enough to leverage technology and innovation for U.S. prestige and popularity, 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, small rotation programs should be expanded or established in governmental departments to help expose funding and other personnel to different environments. Some program ideas include swapping Foreign Service officers and academics or public sector personnel and private sector executives. Maximizing Potential The fellows had a number of different recommendations to maximize innovation potential in the United States. To encourage and embrace creativity in research means there must be a change in funding. One of the challenges facing government funding of basic research is ensuring the grant fits with the research instead of the reverse. Singapore and China are drawing innovators away from the United States by providing funding for people instead of subjects. Greater infrastructure and coordination in academia will help to catch these important ideas and interactions between the levels of production. Also, Congress has a role to play in encouraging innovation. 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 are attentive 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 are protected and valued through an effective patent system. For example, Maryland gives a tax credit for investment in areas that are research areas for the state, such as biotechnology. This provides an incentive where investors are deciding where to place their money. It does not greatly skew the market but rather helps shape the general direction of investment dollars, which in turn creates robust and sustainable biotechnology development in the state without bureaucratic overhead. On this note, however, the United States must remain aware that innovation does not always happen in structured markets.

Conclusion
Institutional flexibility, integrated economies, and entrepreneurial advances will help the United States maintain its competitive edge. Openness of academia also makes the United States uniquely 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 local issues) provide avenues to success. Increased governmental support is paramount both in the 4

number of projects and individuals supported. The fellows also urged an increase in partnerships among the government, nonprofit, and for-profit sectors. Processes and institutional changes are necessary, and this includes a reexamination of visa policy. 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 means making 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 bridging the gap between government needs and individual ideas if the United States is to compete and thrive.

The Next Generation Project The Foundations of Power in the 21st Century? Technology, Finance, Innovation, and U.S. Global Policy Meridian International Center Washington, DC June 15, 2010 Stacey Y. Abrams Representative Georgia General Assembly Jonathan W. Allen Senior Associate Booz Allen Hamilton Daniel E. Bilello Partnerships Manager National Renewable Energy Laboratory John Breyault Vice President of Public Policy Telecommunications and Fraud National Consumers League Felix Chang Co-Founder, Avenir Venture Group Senior Fellow, Foreign Policy Research Institute Juliet K. Choi Senior Director, Disaster Partner Services American Red Cross Thomas Cohlmia Design Engineer SunEdison Cameron W. Cushman Senior Analyst Ewing Marion Kauffman Foundation Andrew P. N. Erdmann Engagement Manager McKinsey & Company 6 Patrick Flaherty Managing Director Taighde Daniel Fletcher Professor of Bioengineering & Biophysics UC Berkeley Daniella M. Foster Director of Public-Private Partnerships Bureau of Educational and Cultural Affairs U.S. Department of State Joshua S. Fouts Cultural Relations Futurist Dancing Ink Productions Francis J. Gavin Director Robert S. Strauss Center for International Security and Law Tom Slick Professor in International Affairs LBJ School of Public Affairs The University of Texas at Austin Nils Gilman Monitor 360 Jeremy Gordon Senior Consultant Booz Allen Hamilton Patrick Gorman Principal Booz Allen Hamilton

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 Scientist Climate 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 Civic Participation The White House Domestic Policy Council

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 Coonrod Chief 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