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Corporate Affiliate Visiting Fellow
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Venkatesh Subramaniam is a corporate affiliate visiting fellow at Shorenstein APARC for 2007-08. Prior to joining Shorenstein APARC, he has been working for Reliance Life Sciences in Bangalore (India), most recently as senior Regional Head in charge of sales operations for western and southern parts of India. His job responsibilities include developing business plans, implementing strategies and achieving sales targets. Additionally, he is part of an elite corporate team in developing national and regional marketing strategies. Subramaniam did his post-graduate in physics and worked in sales and marketing at Bayer Pharmaceuticals prior to joining Reliance Life Sciences in August 2003.

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What are the underpinnings of India's vibrant technology sector? Dr. Dossani will look at the causes and prospects of the sector, including the role of the diaspora, education, familiarity with the English language, entrepreneurship and economic and political reforms.

Rafiq Dossani is a senior research scholar at Shorenstein APARC, responsible for developing and directing the South Asia Initiative. His research interests include South Asian security, and financial, technology, and energy-sector reform in India. He is currently undertaking projects on political reform, business process outsourcing, innovation and entrepreneurship in information technology in India, and security in the Indian subcontinent.

Dossani holds a BA in economics from St. Stephen's College, New Delhi, India; an MBA from the Indian Institute of Management, Calcutta, India; and a PhD in finance from Northwestern University.

His latest book, India Arriving: How This Economic Powerhouse is Redefining Global Business, will be available at the seminar.

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No longer in residence.

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R_Dossani_headshot.jpg PhD

Rafiq Dossani was a senior research scholar at Stanford University's Shorenstein Asia-Pacific Research Center (Shorenstein APARC) and erstwhile director of the Stanford Center for South Asia. His research interests include South Asian security, government, higher education, technology, and business.  

Dossani’s most recent book is Knowledge Perspectives of New Product Development, co-edited with D. Assimakopoulos and E. Carayannis, published in 2011 by Springer. His earlier books include Does South Asia Exist?, published in 2010 by Shorenstein APARC; India Arriving, published in 2007 by AMACOM Books/American Management Association (reprinted in India in 2008 by McGraw-Hill, and in China in 2009 by Oriental Publishing House); Prospects for Peace in South Asia, co-edited with Henry Rowen, published in 2005 by Stanford University Press; and Telecommunications Reform in India, published in 2002 by Greenwood Press. One book is under preparation: Higher Education in the BRIC Countries, co-authored with Martin Carnoy and others, to be published in 2012.

Dossani currently chairs FOCUS USA, a non-profit organization that supports emergency relief in the developing world. Between 2004 and 2010, he was a trustee of Hidden Villa, a non-profit educational organization in the Bay Area. He also serves on the board of the Industry Studies Association, and is chair of the Industry Studies Association Annual Conference for 2010–12.

Earlier, Dossani worked for the Robert Fleming Investment Banking group, first as CEO of its India operations and later as head of its San Francisco operations. He also previously served as the chairman and CEO of a stockbroking firm on the OTCEI stock exchange in India, as the deputy editor of Business India Weekly, and as a professor of finance at Pennsylvania State University.

Dossani holds a BA in economics from St. Stephen's College, New Delhi, India; an MBA from the Indian Institute of Management, Calcutta, India; and a PhD in finance from Northwestern University.

Senior Research Scholar
Executive Director, South Asia Initiative
Rafiq Dossani Senior Research Scholar Speaker Shorenstein Asia-Pacific Research Center
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Two countries with a common and ancient civilization, India and Pakistan, celebrated 60 years of independence from colonial rule this week. At the time of independence, both countries were in danger of collapsing from internal and external threats. This greatly influenced both countries' subsequent turn toward centralism - in India's case, statism, and in Pakistan's case, army rule.

For four decades, both statism and army rule seemed irreversible. This was despite failures across the board: In both countries, territory was lost and the economy stagnated. Resources were spent on developing nuclear weaponry and on dealing with the Kashmir insurgency, which was fostered by Pakistan and repressed by India. What was left was often wasted through corruption. By 1990, it was common for Pakistan to be labeled a failed state and India, perhaps more damningly, a failed democracy.

Pakistan's army and feudal landlords, who shared political power via an informal coalition throughout the first 40 years, deserve most of the blame for Pakistan's failures. They carved up the economy among themselves, and let the poor survive by growing food and providing simple services to the rich. India's greater failures hid these strategies from national or global attention. Pakistan even overtook India for a while until Zulfikar Ali Bhutto's nationalizations of the 1970s brought them on par again.

Pakistan, a day older than India, but with an even younger population, seems to have aged more poorly over the past two decades. As the Indian economy picks up speed on the back of the 1991 reforms, India is on its way to becoming a global player in services and acquiring as formidable a reputation as China for job creation. The IT sector alone creates three new jobs every minute of each working day. In the four statistics that really matter - literacy, life expectancy, infant mortality rates and the female-to-male ratio - only in the last does Pakistan perform better than India and that, too, marginally. In the others, it is substantially worse.

There is no single reason for Pakistan's poorer performance. It turned as reformist as India in the 1990s. This has benefited some parts of its economy. For instance, the country adds over 2.5 million new cell phone users each month, or 1 for every second of the day. Though below India's rate of 2.7 new cell phone users per second, it is a much better ratio to the population.

Religious fervor is often accused, but has not - in either the subcontinent's history or in Pakistan's shorter one - been a barrier to development. Despite incidents such as led to the recent siege of the Red Mosque in Islamabad, theocratic parties have never received more than 15 percent of the popular vote - and that was three decades ago. Evidence within all the countries of South Asia provides proof of the proposition that the poor, regardless of faith or ethnicity, seek the means of development, particularly the acquisition of education. Muslims are no exception to this proposition. For instance, the first administrative district to reach 100 percent literacy in the subcontinent was the Muslim-majority district of Malappuram in the Indian state of Kerala.

Finally, one cannot simply blame performance on Pakistan not being a full democracy. The world abounds with more failed than successful democracies, while China provides the most stunning counterexample of a successful dictatorship. Pakistan's current state of governance - in which the military, the courts and parliament share power and the press is relatively free - has been achieved through decades of negotiation and may well be the best framework given its current stage of political maturity.

Yet, there is one difference that may be the real reason for Pakistan's backwardness, and it is now becoming evident - again, by comparison with India. It is linked to bad governance but does not always follow from the democratic tradition. The difference is, in a word, freedom. India provides a good example: The government used to decide how resources were spent, leaving citizens with few choices on careers, education and lifestyles - on participation in their nation's growth. Since the 1990s, the Indian state has worked hard to give its citizens more freedom. The result is an invigorated India.

Pakistan, meanwhile, has moved slowly on freedom. The state has withdrawn from the economy, but now grants favors selectively to the private sector, with the inevitable corollary of massive corruption and loss of freedom of action.

This suggests that Pakistan is only a crucial freedom step away from success. In reality, the immediate future does not look promising because the country's citizens do not have the political will to achieve real change. It is a sad commentary that Pakistan's choices for the next cycle of political rule look like bad ones: the continuation of the present system of quasi-military rule or its replacement with the destructive feudal forces that Benazir Bhutto and Nawaz Sharif represent. Surely, Pakistan's citizens deserve much better - something worth pondering as their nation celebrates turning 60.

Reprinted with permission by The San Jose Mercury News.

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Japan's ruling party suffered a historic defeat Sunday. For the first time since the conservative Liberal Democratic Party (LDP) was formed in 1955, an opposition party has become the largest party in the upper house.

The powerful message delivered by Japanese voters has significant implications not only for Japan but also for the rest of the world, not least for its close ally, the United States.

The election result revives momentum in Japan toward creation of a viable two-party system, potentially ending the conservative postwar monopoly on power. Japanese voters expressed deep anxiety about the impact of economic change upon their treasured social order. They embraced the campaign of the Democratic Party (the main opposition) against growing income inequality and the failure of the state to take care of an aging population.

Equally important, the vote was a humiliating defeat for Prime Minister Shinzo Abe's agenda of giving priority to revising Japan's antiwar Constitution and allowing its military to take on a global role in support of the US. Democratic Party leader Ichiro Ozawa effectively portrayed Mr. Abe as a man out of touch with the concerns of ordinary Japanese. But he also articulated an alternative vision of Japan's international role, calling for closer ties to its Asian neighbors and sending troops overseas only under the auspices of United Nations peacekeeping missions.

Since 9/11, Japan has been among the most loyal, if not unquestioning, of US allies. It sent troops to Iraq, provided logistical support to the war in Afghanistan, and outdid the US in putting pressure on North Korea. Most recently, Abe echoed the rhetoric of the Bush administration, calling for formation of a "values-based" alliance of democracies along with India and Australia, implicitly aimed at containing a rising China. The election results will certainly slow, if not reverse, this tight synchronization.

For the business community, the vote will raise concerns that needed economic policy actions such as fiscal reforms will get stalled in a gridlocked parliament. The vote reminds politicians that the economic recovery has left an awful lot of Japanese behind, with real wages falling, youth unemployment high, and the elderly drawing down their savings to survive. Abe's feel-good rhetoric and focus on security just angered those Japanese.

There remains strong support for gradual change. Most Japanese want the country to take on a more "normal" security role, but one that will stop far short of overdrawn fears of a remilitarized Japan. And many Japanese, particularly in the younger generation, back economic reform, though not at the expense of social stability.

The most intriguing question is the future of Japan's democracy. Abe is resisting calls for his resignation, attributing the vote to a series of scandals in his Cabinet and most of all to the revelation that the government's national pension system had lost the records of some 50 million people. The election result was bad luck, Abe claimed, not a repudiation of his administration's overall policies -- a view shared by Washington policymakers.

Exit polls do confirm that voters were strongly motivated by these issues. But they also express little faith in the personal leadership of Abe, who tried to cover up the pension debacle. He suffered from an unfavorable comparison to his predecessor, Junichiro Koizumi, one of Japan's most popular postwar leaders.

But the election suggests that Mr. Koizumi's personal charisma only temporarily reversed a longer trend of drift away from the ruling conservatives, particularly by unaffiliated swing voters in Japan's cities and suburbs. Mr. Ozawa, one of Japan's most brilliant politicians, managed to both regain those voters and steal away traditional conservative backers in rural areas among farmers and pensioners worried about their future.

Ozawa, whom I have known for more than two decades, is a man of uncommon political vision. He is a former LDP stalwart who has relentlessly pursued the goal of creating a clearly defined two-party system that can create real competition. He was the architect of a split in the LDP that briefly brought the opposition to power in the early 1990s.

Over dinner last fall, Ozawa laid out to me what seemed then like an incredibly audacious plan to regain power. First to win a series of local elections, leading up to a defeat of the LDP in the upper house election, forcing in turn the dissolution of the lower house and new elections. He clearly hopes to split the LDP again and pry away its coalition partner, the New Komeito Party, as part of his strategy of realignment.

The Democratic Party has yet to demonstrate its own ability to rule, but it would be unwise to underestimate Ozawa. And it would be foolish to dismiss the desire for change delivered by Japanese voters on Sunday.

Reprinted with permission by the Christian Science Monitor.

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Cigarettes are producing an unprecedented worldwide health catastrophe. Global traffic in cigarettes has tripled in the last fifty years, in large part because governments have become addicted to tobacco taxes, international trade agencies have promoted tobacco sales, and marketers have devised ever more deceptive tactics. Meanwhile, tobacco-induced diseases are besieging local communities around the world. Whether in China, Brazil or Morocco, families are emptying bank accounts, often in vain, to treat smoking-caused illnesses, and then struggling with the shards of broken futures.

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The PC business is one of the most aggressive in the world, with operating efficiency a critical factor for success. At the time of the HP/Compaq merger in 2000, both PC businesses were losing money. Now, seven years later, HP has reported a record first quarter for PCs, generating $8.7B in revenue, a 17% year over year growth and delivering 4.7% in operating profit, representing 0.8pt improvement year over year. So, what operating model has HP used to accomplish this turnaround and be ranked #1 in the world today? How are resource deployment decisions made? What are the key supply chain considerations? How does the company manage P&L and balance sheet tensions? How will HP continue to stay ahead?

As Vice President and General Manager for HP's Consumer Desktop PC Business Unit, Richard Walker is responsible for a global business that provides desktop PCs and digital entertainment centers to consumer markets. Immediately prior to his current assignment, Richard was Vice President of Emerging Markets, responsible for developing long term strategic growth plans for HP's targeted list of emerging countries, with an initial focus on Brazil, Russia, India and China (BRIC). Richard received his bachelor's degree in business from Sheffield Hallam University, Sheffield, England. He also serves on the advisory boards for R&D Logic, a San Mateo based life sciences company; Pacific Peninsula Group, a Menlo Park property development company, and SPRIE at Stanford University.

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Richard Walker Vice-President & General Manager, Consumer Desktop PCs Speaker Hewlett-Packard
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"As goes India, so goes the world," declared Mira Kamdar, Asia Society fellow and author of Planet India.

On Tuesday, April 24, Mira Kamdar will address the Stanford community at a seminar hosted by Shorenstein APARC and the Pacific Council. Ms. Kamdar will speak on the global rise of India from a developing nation to a major player on the international stage. She will discuss the country's economic and democratic growth and the consequences India's transformation has for the rest of the world.

Ms. Kamdar, who frames an optimistic yet realistic future for India, was a principal contributor to the Pacific Council's India-U.S. task force report released in June of 2005 titled, A Vision for the Future (pdf). The report explores the impact of technological and cultural globalization on promoting the emerging partnership between the U.S. and India. Shorenstein APARC's Daniel Sneider and Rafiq Dossani were also on the task force with Ms. Kamdar.

Publicity co-sponsor: The Global Management Program at Stanford's Graduate School of Business.

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Daniel C. Sneider Moderator
Mira Kamdar Senior Fellow, World Policy Institute, Associate Fellow, Asia Society, and author Speaker
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