The recent increase in inward FDI (foreign direct investment) has significantly changed the environment of doing business in Japan. These changes will be examined by a "Stanford couple" who have been based in Tokyo since 1990 and are at the center of many of the most interesting changes taking place in Japanese business society, including telecommunications, software, finance, management consulting, and executive search.

Glen S. Fukushima heads the Japan operations of Cadence Design Systems, the $1.4 billion software company and world leader in EDA (electronic design automation), headquartered in San Jose. Previously, he was President of Arthur D. Little, Japan, the management consulting firm (1998-2000), and Vice President of AT&T Japan Ltd. (1990-1998). In the 1980s, he worked in Washington, D.C. at the Office of the U.S. Trade Representative (USTR) as Director for Japanese Affairs (1985-1988) and Deputy Assistant USTR for Japan and China (1988 1990). He was educated at Stanford, Harvard Graduate School, Harvard Business School, and Harvard Law School.

After graduating from Stanford Business School with an MBA in 1987, Sakie T. Fukushima has worked in strategy management consulting at Bain & Company (1987-1991) and in executive search at Korn/Ferry International, the world's largest executive search firm (1991-), where she has served on the Board of Directors since 1995. She has served as Vice President of the Japan Chapter of the Stanford Business School Alumni Association and as a member of the Board of Directors of the Japan Stanford Association. She received an Ed.M. from the Harvard Graduate School of Education and was educated in Japan at the International Christian University and Seisen College.

Struggling over how to choose between doing well and doing good? Come hear a panel of business leaders who have achieved both, creating successful businesses while also giving back, supporting social initiatives, and/or promoting social good. Panelists will discuss the detailed tactics of how they were able to structure and manage their companies in order to create socially responsible businesses.

Sponsored by GSB Center for Entrepreneurial Studies, GSB Public Management Program, and the Stanford Entrepreneurship Network composed of the Stanford Project on Regions of Innovation and Entrepreneurship, the Stanford Technology Ventures Program, BASES, Medical Device Network, Office of Technology Licensing, Stanford Law School, Office of Corporate Relations, and the US-Asia Technology Management Center.

Dr. Bat Batjargal is visiting scholar at the Center for Russian and East European Studies, Stanford University. He holds a lecturer position at London Business School and is assistant professor in strategy at Beijing University School of Management. His Ph.D. is from the University of Oxford. Previously, he has held visiting appointments at Harvard University, United Nations University in Tokyo, and the Institute of Sociology of the Russian Academy of Sciences in Moscow. He is the author of several research articles on entrepreneurship, and the book "Entrepreneurship in the New Russia: The Resource Based View" to be published by Edward Elgar in 2002.

How was it that Afghanistan, a country that was often conquered and ruled by outsiders before 1800, became seemingly impossible to conquer and rule in the 19th and 20th centuries? An historical examination of Afghan history reveals that premodern Central Asian rulers looked upon war and conquest as the business of displacing rival elites, a process having little or nothing to do with the inhabitants of the territory. During the 19th century, this pattern began to change in Afghanistan where governments found themselves dependent on raising tribal armies to repel foreign invaders, such as the British, at the cost of sharing power with them in the postwar period. This pattern continued into the 20th century when during each period of state collapse drew an ever-wider part of the population into the political struggle for power. The Soviet invasion drew the widest possible opposition but upon their withdrawal no faction was able to create a stable government. Afghanistan fell into ten years of civil war that opened it up to extreme movements such the Taliban and its exploitation by outsiders such as Osama bin Laden. Since war alone has now proved incapable of solving Afghanistan's problems the current conflict in Afghanistan can only be won by a wider policy that makes Afghanistan's economic and political reconstruction a priority in a way that can end its cycle of anarchy.

In recent years, Korea has seen remarkable developments in the broadband Internet access business. This presentation looks into what Korea's broadband Internet usage is like now in comparison with other countries, and explains the major factors contributing to such development from three viewpoints: government, private sector, and social backgrounds. The seminar will also include discussing challenges that the Korean broadband Internet industry is facing: how to convert high usage of Internet to e-business, and strategic issues from a broadband Internet service provider's standpoint. This program is free and open to the public. Lunch will be provided for those who **RSVP before noon on Wednesday, March 6th** to Okky Choi. Tel: (650) 724-8271 or Email: okkychoi@stanford.edu

Mr. Clark has over ten years of telecoms and technology financing and consulting experience. He has seven years of experience in China's telecom market and has been involved in the Internet in China since its commercial inception in 1995. He is the founder and managing director of BDA (China), a telecommunications and technology consulting and research firm focused on China. Duncan has leveraged his understanding of finance, telecoms and technology to build BDA into a leading Internet and telecoms consultancy in China. He speaks at a variety of industry, academic, and government events and is a technology columnist for The South China Morning Post.

This program is free and open to the public. Lunch will be provided for those who RSVP before noon on Wednesday, November 14 to Okky Choi. Tel: (650) 724-8271 or Email: okkychoi@stanford.edu

As China is gradually integrated into the international economic, security, and politics system, the tension between technological self-reliance and the need to build its technological enhancement on what is available in international market, will inevitably increase. Reflecting this tension, China's encryption policy was thrust into the international limelight in late 1999 and the first half of 2000. The early encryption regulations were announced and later were clarified. A wide range of international media has covered controversies related to the encryption policy. For every nation in the world, encryption's multifaceted nature requires a painstaking effort balancing potentially competing interests. It is even more so for China, the country which will officially join the WTO at the end of 2001. The concerns of multiple stakeholders about the future of encryption technology and its impact have raised policy questions about the management and control of encryption technology. Among the questions Chinese decision makers face are the following: --How to evaluate China's current encryption policy from an international perspective? --How to justify the toughness of the original encryption regulations and the relaxation afterwards in China's complex and rapidly changing domestic and international context? The purpose of Dr. Yuan's study is to assist Chinese policymakers in analyzing the status quo of the policy, objectives, and factors affecting encryption policymaking and to offer suggestions for the future. It provides an integrated assessment of how encryption policy decisions can and might affect diverse military, commercial, and political interests in China and suggests how those interests might be balanced most effectively.

Topics to be covered: 1. Case Studies of different ventures undertaken by the speaker for different projects in China, looking at reasons for the organization structure, access to local capital, technology and talent, infrastructure availability and government relations; and outcomes relative to expectations. 2. Comparative view of India 3. Summary of how capitalism is managed in China versus India. Mr. Vivek Ragavan, who has more than twenty years of executive management experience in the telecommunications industry, was most recently president and CEO of Redback Networks. Before that he was president and CEO of Siara Systems, which merged with Redback in March 2000. Prior to Siara, Ragavan was president of the Residential Broadband Group of ADC Telecommunications, Inc., where he was responsible for ADC's telecommunication equipment businesses, focused on the broadband communication access and transport markets. Earlier, Ragavan was vice president of Engineering at General Instrument where he led the development of that company's leading digital video transport system. He has a BSEE from Northwestern University and an MSEE from Cornell University.