Katsunori Hirano envisions a sustainable future
South of Mount Fuji, along Japan’s central eastern coast, sits Shizuoka Prefecture. Home to green tea plantations, hot springs resorts, and Yamaha pianos and motorcycles, Shizuoka Prefecture is a vibrant agricultural, tourist, and manufacturing region. It is also home to Katsunori Hirano, a current Corporate Affiliates Visiting Fellow at the Shorenstein Asia-Pacific Research Center (Shorenstein APARC).
Last year’s Fukushima nuclear disaster has inspired him to explore ways for Japan to reduce its dependency on nuclear energy. Under the direction of political science professor Phillip Lipscy, Hirano is currently researching incentive mechanisms for financing energy efficiency and renewable energy in place in the United States.
At the very beginning of his UD program, Hirano learned about the distinction between “economic growth” and “development.” “People tend to use the Japanese-language terms interchangeably,” he says.
He is currently exploring case studies from Costa Rica and Bhutan—two countries that have been successfully managing biodiversity—in his search for sustainability models. He says the United States also offers a variety of practical examples of environmental and social sustainability. This year, Hirano plans to study the lifestyle of Amish villagers in Pennsylvania.
Hirano also actively participates in Shorenstein APARC-organized visits to local companies and government organizations such as Facebook and San Francisco City Hall. He says that such site visits help broaden his thinking about innovation and sustainability.
Hirano will continue taking Stanford courses related to his research, attending on-campus workshops and seminars, and speaking with the many people he meets through his campus activities. “Stanford’s extraordinary breadth of teaching and research resources is just wonderful. To me, the learning opportunities that Stanford offers are limitless,” he says, adding that the value of in-person learning far outweighs book-based knowledge.
As Hirano pursues his research at Stanford on energy efficiency and renewable energy and searches for a redefinition of sustainable development, he hopes Japan will begin to pursue social-based development. “I believe that the challenges posed by the Fukushima experience will help inspire Japan to lead the world in creating a sustainable future for generations to come.”
Signs of growth in post-Fukushima Japan, say Stanford experts
Nearly a year has passed since an earthquake triggered a tsunami that swept away entire communities on Japan’s northeastern coast, leading to a series of accidents at the Fukushima nuclear complex. Since the March 11 disaster, Japan is experiencing a growing sense of community, and it faces a potential opportunity for innovation in the energy industry and economy. Masahiko Aoki and Kenji E. Kushida discuss post-March 11 developments, and a related conference at Stanford scheduled for February 27.
Aoki is the Henri and Tomoye Takahashi Professor Emeritus of Japanese Studies, and director of the Japan Studies Program at the Shorenstein-Asia Pacific Research Center at Stanford University.
Kushida is the Takahashi Research Associate in Japanese Studies at Shorenstein APARC, and a Stanford graduate (BA ’01, and MA ’03).
One Year After Japan's 3/11 Disaster will bring together experts from Stanford, Japan, and Europe for a discussion of the major economic, political, energy, and societal challenges and growth in post-Fukushima Japan.
Looking back a year later, what do you think are important lessons we can learn from March 11?
Masahiko Aoki: Japan has often faced disasters leading to the complete destruction of cities and enormous losses of life. In the last century alone, there was the great Tokyo earthquake of 1923; wartime damage in Hiroshima, Nagasaki, and other metropolitan areas; the Kobe earthquake of 1995; and so on. Each time, Japan rebuilt its life and infrastructure anew. Accepting the reality of a disaster and making efforts to rebuild is in a sense deeply embedded in Japan’s collective DNA. However, the March 11 disaster was not only just a natural disaster. People are now well aware that there were lots of elements of human and institutional error in terms of preparing for and coping with natural disasters. Recent geographical studies and historical documents reveal that large-scale earthquake-tsunami disasters comparable to March 11 have occurred four times in the last 4,000 years. It provides Japan with a good opportunity for thinking about how to build sustainable societies and cities.
Kenji Kushida: Big shocks always cause big changes, and the type of change depends on the kind of shock. With March 11, there was the human tragedy of people literally getting washed away. It also raised the question of how to restructure energy markets, which is an area where outcomes in Japan can affect worldwide restructuring. This particular shock then is triggering a whole set of fairly slow moving, but very transformative changes that could take place over the next few years.
What trends are we seeing in Japan’s energy industry now, and what are the implications for Japan’s future energy policy?
Aoki: When I flew into Tokyo the day after the great earthquake, the city was quite dark. But by the summertime, it was not only lit up, but there was a blue hue to the light—this was due to the wide adoption of energy-efficient LED lighting. Even with the nuclear plants down and 25 percent of the electric capacity gone, there were no major blackouts thanks to energy-saving measures. This kind of incident motivates people to explore ways to innovate the energy industry. For example, Japan’s energy-efficient auto industry took off in the late 1970s in reaction to the Oil Shock.
Japan’s energy industry is currently run by regional monopolies. Tokyo Electric Power Company (TEPCO), for example, monopolizes everything from power generation to retail distribution. In the past, there had been an attempt to break up the different parts of the power monopolies into separate entities. But only a bit of reform was made because of very strong resistance from TEPCO. Now TEPCO is on the verge of insolvency, so Japan has a very good chance to restructure its power industry. People are again starting to think about breaking up the regional monopolies and about innovation, which several experts will discuss during our conference.
Kushida: We will also draw on Stanford’s being in California to think about how to prevent Enron-style market manipulation and rolling blackouts from happening in Japan. A lot of it has to do with the rules and regulations that create an energy market. In the tsunami-devastated areas of Japan, there is also a tremendous opportunity for ground-up investment in new forms of energy. Silicon Valley technologies and companies can help design the next generation of renewable, sustainable energy systems in those areas.
In Japan, there is a sense that people have rediscovered their ties to one another after the disaster.
-Masahiko Aoki, Director, Japan Studies Program
During the recovery, many Japanese citizens demonstrated a remarkable strength and collaborative spirit. Has this changed?
Aoki: Annually on New Year’s Day in Japan, a high-level Buddhist priest writes the calligraphy for a word representing the spirit of the people. This year he wrote “絆”—“bond” (kizuna)—signifying the ties both among Japan’s citizens, and between Japanese and the generous help and aid that poured in after March 11.
In Japan, there is a sense that people have rediscovered their ties to one another after the disaster. Before March 11, there was some worry that young people were not so concerned about others and about tradition. Many young people now want to become volunteers, and there is also a better sense of community.
What has the impact been on Japan’s economy, and what are the prospects for recovery?
Aoki: There is an increasing awareness that Japan cannot sustain the same kinds of export-oriented, manufacturing-based industrial structures it has over the past decades.
Since 2007, Japan’s net foreign exchange receipts from royalties, investments, and the like have exceeded those from trade. The economic structure is becoming less export oriented, so the March 11 disaster might trigger the acceleration of a more domestic-oriented economy. It might also lead to an increase in foreign direct investment, prompted in part by population aging and partly by appreciation of the yen. Japan will become more domestic market oriented, while at the same time more internationally active. A lot next year depends on what will happen with Europe’s economy, but otherwise the prospect for Japan’s GDP is not bad because of reconstruction demand.
Kushida: Recovering from March 11 presents a potentially more productive experience than the 2008 global financial crisis. In 2008, Japan’s exports dropped dramatically for a few months and then there was a sharp recession that recovered quickly. There was not a whole lot that people or companies could do, other than adjust to the potential decline. March 11 provides more opportunities for innovation at the company and individual level.
As it is finding growth in the domestic market, Japan has been criticized lately for being “inward-looking.” But two things from this latest crisis are contributing to looking outward a little more. One is the sense of vulnerability and transience, so strengthening Japan’s economic base becomes a much more urgent matter. The second is that in the aftermath of the euro crisis, the very strong yen has also led to a huge move toward outward acquisitions that are becoming integrated with the domestic economy.
Joseph L. C. Cheng
Walter H. Shorenstein
Asia-Pacific Research Center
616 Serra St., Encina Hall C302-23
Stanford University
Stanford, CA 94305-6055
Research Interests
Asia-Pacific and global competitiveness; national innovation and technology policies; foreign R&D investment; strategy and organization design for transnational firms.
Professional Biography
Joseph L. C. Cheng joins the Walter H. Shorenstein Asia-Pacific Research Center (Shorenstein APARC) in 2012 from the University of Illinois at Urbana-Champaign where he is currently professor of international business and director of the CIC Center for Advanced Study in International Competitiveness. CIC (Committee on Institutional Cooperation) is the nation’s primer consortium of top-tier research universities in the Midwest, including the Big Ten Conference members and the University of Chicago.
During his time at Shorenstein APARC, Cheng will conduct research on the international competitiveness of multinational firms from the Asia-Pacific, with a focus on the JACKS countries (Japan, Australia, China, Korea, and Singapore). The project has two main objectives: (1) to identify the key competitive advantages of the JACKS countries both individually and collectively as a cluster of economies; and (2) to investigate how indigenous firms from the JACKS countries internationalize and leverage home-based advantages to enhance their competitiveness overseas. The research findings will be reported in a forthcoming book that Cheng is currently writing: Asia-Pacific and the JACKS Multinationals: Economics, Culture, and International Competitiveness.
Cheng is a consulting editor for the Journal of International Business Studies and senior editorial consultant to the European Journal of International Management. He is also a guest editor for an upcoming special issue of Long Range Planning on “China Business and International Competitiveness: Economics, Politics, and Technology.” Additionally, he currently serves or has served on the editorial boards of several other journals, including Management International Review, Journal of World Business, Organizational Dynamics, and Journal of Engineering and Technology Management.
Cheng holds a PhD in business administration from the University of Michigan and a BS (with honors) in industrial engineering from the University of Wisconsin-Madison.
Fangcheng Yuan
Walter. H. Shorenstein
Asia-Pacific Research Center
616 Serra St C332
Stanford University
Stanford, CA 94305-6055
Fangcheng Yuan joins the Walter H. Shorenstein Asia-Pacific Research Center (Shorenstein APARC) during the 2011–12 academic year from the Institute of Political Science at Central China Normal University where he serves as an associate professor.
His research interests encompass Sino-foreign local governance; current reforms and innovations in contemporary rural China; and a comparative study of rural governance in Mainland China and Taiwan. During his time at Shorenstein APARC, Yuan will conduct research on community reconstruction: current reforms and innovations in China’s rural primary-level management system. He will contribute to a forthcoming research report on the subject.
Yuan is an editor of the Journal of Socialist Research, and contributes articles regularly to publications including CASS Journal of Political Science and Journal of Public Administration. He is also the author of Making Service Work (2008); Breakthrough: Xian’an Reform and the Transformation of China's Rural Grass-roots Governance (2009); and Working in Grass-Roots: A Close Observation of the Reforming of Rural China (2011).
Yuan holds a PhD and an MA in Chinese and foreign political systems from the Institute of Political Science at Central China Normal University, and a BA in political science from Wuhan University.
One Year After Japan’s 3/11 Disaster: Reforming Japan’s Energy Sector, Governance, and Economy
In the year following Japan’s 3/11 triple disaster of the Tohoku earthquake, tsunami, and Fukushima nuclear incident, fundamental issues in Japan’s political economy are being debated. Potentially major restructuring of Japan’s corporate and political institutional landscape are on the horizon.
Japan’s electricity industry is on the brink of sweeping reform. Tokyo Electric Power Company (TEPCO), one of the country’s largest firms, faces potential insolvency from the decommissioning of nuclear reactors and reparations. The deregulation and creation of a new regulatory framework for Japan’s electricity markets can potentially stimulate innovation, economic growth, and entrepreneurship. Investment into smart-grids and rebuilding of the Tohoku region provide opportunities as well as risks.
Political institutions are also being reexamined. On the government side, the clear failure of governance structures is fueling a debate for restructuring administration of the power industry. The ineffective political leadership during the crisis is causing a re-examination of how politicians, bureaucrats, and firms deal with contingencies. More broadly, the 3/11 crisis has influenced political dynamics, as criticism of Prime Minister Kan’s government fueled its downfall, and the specter of this disaster will loom over political debates.
This conference brings together leading scholars, influential experts, many of whom hold key positions in the reform process, and highly informed observers of Japan’s post-3/11 adjustments.
Brief Agenda
Welcome: Gi-Wook Shin, Stanford University
Session I: Reforming Japan's Energy Industry: In Search of Institutional Change to Promote Innovation
Chair: Masahiko Aoki, Stanford University
Kazuhiko Toyama, Industrial Growth Platform, Inc.
Innovation of the Electric Power Industry in Japan's Post-Fukushima Era
Koichiro Ito, Stanford University
Reforming Japan's Power Industry
Discussant: Frank Wolak, Stanford University
Reforming the Japanese Power Sector: Lessons From Around the World
Lunch
Session II: Political Agendas of Japan's Energy Policy: Opportunities and Constraints
Chair: Daniel Sneider, Stanford University
Keita Nishiyama, Innovation Network of Japan
An Insider's View on Policy Processes and Policy Recommendations for the Japanese Electricity Industry
Steven Vogel, University of California, Berkeley
Japanese Politics After March 2011
Discussants:
Daniel Aldrich, Purdue University
Phillip Lipscy, Stanford University
Session III: The Disaster's Societal Impacts and Visions Moving Forward
Chair: Michael Armacost, Stanford University
Florian Coulmas, German Institute for Japanese Studies
Japan's Societal Reaction to the Disaster
Masahiko Aoki, Stanford University
Prospects for Japan's Industrial Restructuring in the Global Perspective
Discussants:
Takeo Hoshi, University of California, San Diego
Kenji Kushida, Stanford University
Bechtel Conference Center
Gi-Wook Shin
Gi-Wook Shin is the William J. Perry Professor of Contemporary Korea in the Department of Sociology, senior fellow at the Freeman Spogli Institute for International Studies, and the founding director of the Korea Program at the Walter H. Shorenstein Asia-Pacific Research Center (APARC) since 2001, all at Stanford University. In May 2024, Shin also launched the Taiwan Program at APARC. He served as director of APARC for two decades (2005-2025). As a historical-comparative and political sociologist, his research has concentrated on social movements, nationalism, development, democracy, migration, and international relations.
In Summer 2023, Shin launched the Stanford Next Asia Policy Lab (SNAPL), which is a new research initiative committed to addressing emergent social, cultural, economic, and political challenges in Asia. Across four research themes– “Talent Flows and Development,” “Nationalism and Racism,” “U.S.-Asia Relations,” and “Democratic Crisis and Reform”–the lab brings scholars and students to produce interdisciplinary, problem-oriented, policy-relevant, and comparative studies and publications. Shin’s latest book, The Four Talent Giants, a comparative study of talent strategies of Japan, Australia, China, and India to be published by Stanford University Press in the summer of 2025, is an outcome of SNAPL.
Shin is also the author/editor of twenty-seven books and numerous articles. His books include The Four Talent Giants: National Strategies for Human Resource Development Across Japan, Australia, China, and India (2025); Korean Democracy in Crisis: The Threat of Illiberalism, Populism, and Polarization (2022); The North Korean Conundrum: Balancing Human Rights and Nuclear Security (2021); Superficial Korea (2017); Divergent Memories: Opinion Leaders and the Asia-Pacific War (2016); Global Talent: Skilled Labor as Social Capital in Korea (2015); Criminality, Collaboration, and Reconciliation: Europe and Asia Confronts the Memory of World War II (2014); New Challenges for Maturing Democracies in Korea and Taiwan (2014); History Textbooks and the Wars in Asia: Divided Memories (2011); South Korean Social Movements: From Democracy to Civil Society (2011); One Alliance, Two Lenses: U.S.-Korea Relations in a New Era (2010); Cross Currents: Regionalism and Nationalism in Northeast Asia (2007); and Ethnic Nationalism in Korea: Genealogy, Politics, and Legacy (2006). Due to the wide popularity of his publications, many have been translated and distributed to Korean audiences. His articles have appeared in academic and policy journals, including American Journal of Sociology, World Development, Comparative Studies in Society and History, Political Science Quarterly, Journal of Asian Studies, Comparative Education, International Sociology, Nations and Nationalism, Pacific Affairs, Asian Survey, Journal of Democracy, and Foreign Affairs.
Shin is not only the recipient of numerous grants and fellowships, but also continues to actively raise funds for Korean/Asian studies at Stanford. He gives frequent lectures and seminars on topics ranging from Korean nationalism and politics to Korea's foreign relations, historical reconciliation in Northeast Asia, and talent strategies. He serves on councils and advisory boards in the United States and South Korea and promotes policy dialogue between the two allies. He regularly writes op-eds and gives interviews to the media in both Korean and English.
Before joining Stanford in 2001, Shin taught at the University of Iowa (1991-94) and the University of California, Los Angeles (1994-2001). After receiving his BA from Yonsei University in Korea, he was awarded his MA and PhD from the University of Washington in 1991.
Stanford Next Asia Policy Lab (SNAPL)
Explore SNAPLReengaging North Korea
Learn moreStanford Asia-Pacific Innovation
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Masahiko Aoki
Masahiko Aoki was the Henri and Tomoye Takahashi Professor Emeritus of Japanese Studies in the Department of Economics, and a senior fellow of the Stanford Institute of Economic Policy Research and the Freeman Spogli Institute for International Studies at Stanford University.
Aoki was a theoretical and applied economist with a strong interest in institutional and comparative issues. He specialized in the theory of institutions, corporate architecture and governance, and the Japanese and Chinese economies.
His most recent book, Corporations in Evolving Diversity: Cognition, Governance, and Institutions, based on his 2008 Clarendon Lectures, was published in 2010 by Oxford University Press. It identifies a variety of corporate architecture as diverse associational cognitive systems, and discusses their implications to corporate governance, as well their modes of interactions with society, polity, and financial markets within a unified game-theoretic perspective. His previous book, Toward a Comparative Institutional Analysis, was published in 2001 by MIT Press. This work developed a conceptual and analytical framework for integrating comparative studies of institutions in economics and other social science disciplines using game-theoretic language. Aoki's research has been also published in the leading journals in economics, including the American Economic Review, Econometrica, the Quarterly Journal of Economics, Review of Economic Studies, the Journal of Economic Literature, Industrial and Corporate Change, and the Journal of Economic Behavior and Organizations.
Aoki was the president of the International Economic Association from 2008 to 2011, and is also a former president of the Japanese Economic Association. He is a fellow of the Econometric Society and the founding editor of the Journal of Japanese and International Economies. He was awarded the Japan Academy Prize in 1990, and the sixth International Schumpeter Prize in 1998. Between 2001 and 2004, Aoki served as the president and chief research officer of the Research Institute of Economy, Trade, and Industry, an independent administrative institution specializing in public policy research in Japan.
Aoki graduated from the University of Tokyo with a B.A. and an M.A. in economics, and earned a Ph.D. in economics from the University of Minnesota in 1967. He was formerly an assistant professor at Stanford University and Harvard University and served as both an associate and full professor at the University of Kyoto before rejoining the Stanford faculty in 1984.
Phillip Lipscy
Phillip Y. Lipscy was the Thomas Rohlen Center Fellow at the Freeman Spogli Institute for International Studies and Assistant Professor of Political Science at Stanford University until August 2019. His fields of research include international and comparative political economy, international security, and the politics of East Asia, particularly Japan.
Lipscy’s book from Cambridge University Press, Renegotiating the World Order: Institutional Change in International Relations, examines how countries seek greater international influence by reforming or creating international organizations. His research addresses a wide range of substantive topics such as international cooperation, the politics of energy, the politics of financial crises, the use of secrecy in international policy making, and the effect of domestic politics on trade. He has also published extensively on Japanese politics and foreign policy.
Lipscy obtained his PhD in political science at Harvard University. He received his MA in international policy studies and BA in economics and political science at Stanford University. Lipscy has been affiliated with the Reischauer Institute of Japanese Studies and Weatherhead Center for International Affairs at Harvard University, the Institute of Social Science at the University of Tokyo, the Institute for Global and International Studies at George Washington University, the RAND Corporation, and the Institute for International Policy Studies.
For additional information such as C.V., publications, and working papers, please visit Phillip Lipscy's homepage.
Michael H. Armacost
Michael Armacost (April 15, 1937 – March 8, 2025) was a Shorenstein APARC Fellow at the Walter H. Shorenstein Asia-Pacific Research Center (Shorenstein APARC) from 2002 through 2021. In the interval between 1995 and 2002, Armacost served as president of Washington, D.C.'s Brookings Institution, the nation's oldest think tank and a leader in research on politics, government, international affairs, economics, and public policy. Previously, during his twenty-four-year government career, Armacost served, among other positions, as undersecretary of state for political affairs and as ambassador to Japan and the Philippines.
Armacost began his career in academia, as a professor of government at Pomona College. In 1969, he was awarded a White House Fellowship and was assigned to the Secretary and Deputy Secretary of State. Following a stint on the State Department's policy planning and coordination staff, he became a special assistant to the U.S. ambassador in Tokyo from 1972 to 74, his first foreign diplomatic post. Thereafter, he held senior Asian affairs and international security posts in the State Department, the Defense Department, and the National Security Council. From 1982 to 1984, he served as U.S. ambassador to the Philippines and was a key force in helping the country undergo a nonviolent transition to democracy. In 1989, President George Bush tapped him to become ambassador to Japan, considered one of the most important and sensitive U.S. diplomatic posts abroad.
Armacost authored four books, including, Friends or Rivals? The Insider's Account of U.S.–Japan Relations (1996), which draws on his tenure as ambassador, and Ballots, Bullets, and Bargains: American Foreign Policy and Presidential Elections (2015). He also co-edited, with Daniel Okimoto, the Future of America's Alliances in Northeast Asia, published in 2004 by Shorenstein APARC. Armacost served on numerous corporate and nonprofit boards, including TRW, AFLAC, Applied Materials, USEC, Inc., Cargill, Inc., and Carleton College, and he currently chairs the board of The Asia Foundation.
A native of Ohio, Armacost graduated from Carleton College and earned his master's and doctorate degrees in public law and government from Columbia University. He received the President's Distinguished Service Award, the Defense Department's Distinguished Civilian Service Award, the Secretary of State's Distinguished Services Award, and the Japanese government’s Grand Cordon of the Order of the Rising Sun.
Takeo Hoshi
Takeo Hoshi was Henri and Tomoye Takahashi Senior Fellow at the Freeman Spogli Institute for International Studies (FSI), Professor of Finance (by courtesy) at the Graduate School of Business, and Director of the Japan Program at the Shorenstein Asia-Pacific Research Center (APARC), all at Stanford University. He served in these roles until August 2019.
Before he joined Stanford in 2012, he was Pacific Economic Cooperation Professor in International Economic Relations at the Graduate School of International Relations and Pacific Studies (IR/PS) at University of California, San Diego (UCSD), where he conducted research and taught since 1988.
Hoshi is also Visiting Scholar at Federal Reserve Bank of San Francisco, Research Associate at the National Bureau of Economic Research (NBER) and at the Tokyo Center for Economic Research (TCER), and Senior Fellow at the Asian Bureau of Finance and Economic Research (ABFER). His main research interest includes corporate finance, banking, monetary policy and the Japanese economy.
He received 2015 Japanese Bankers Academic Research Promotion Foundation Award, 2011 Reischauer International Education Award of Japan Society of San Diego and Tijuana, 2006 Enjoji Jiro Memorial Prize of Nihon Keizai Shimbun-sha, and 2005 Japan Economic Association-Nakahara Prize. His book titled Corporate Financing and Governance in Japan: The Road to the Future (MIT Press, 2001) co-authored with Anil Kashyap (Booth School of Business, University of Chicago) received the Nikkei Award for the Best Economics Books in 2002. Other publications include “Will the U.S. and Europe Avoid a Lost Decade? Lessons from Japan’s Post Crisis Experience” (Joint with Anil K Kashyap), IMF Economic Review, 2015, “Japan’s Financial Regulatory Responses to the Global Financial Crisis” (Joint with Kimie Harada, Masami Imai, Satoshi Koibuchi, and Ayako Yasuda), Journal of Financial Economic Policy, 2015, “Defying Gravity: Can Japanese sovereign debt continue to increase without a crisis?” (Joint with Takatoshi Ito) Economic Policy, 2014, “Will the U.S. Bank Recapitalization Succeed? Eight Lessons from Japan” (with Anil Kashyap), Journal of Financial Economics, 2010, and “Zombie Lending and Depressed Restructuring in Japan” (Joint with Ricardo Caballero and Anil Kashyap), American Economic Review, December 2008.
Hoshi received his B.A. in Social Sciences from the University of Tokyo in 1983, and a Ph.D. in Economics from the Massachusetts Institute of Technology in 1988.
Kenji E. Kushida
He has published several books and numerous articles in each of these streams, including “The Politics of Commoditization in Global ICT Industries,” “Japan’s Startup Ecosystem,” "How Politics and Market Dynamics Trapped Innovations in Japan’s Domestic 'Galapagos' Telecommunications Sector," “Cloud Computing: From Scarcity to Abundance,” and others. His latest business book in Japanese is “The Algorithmic Revolution’s Disruption: a Silicon Valley Vantage on IoT, Fintech, Cloud, and AI” (Asahi Shimbun Shuppan 2016).
Kushida has appeared in media including The New York Times, Washington Post, Nihon Keizai Shimbun, Nikkei Business, Diamond Harvard Business Review, NHK, PBS NewsHour, and NPR. He is also a trustee of the Japan ICU Foundation, alumni of the Trilateral Commission David Rockefeller Fellows, and a member of the Mansfield Foundation Network for the Future. Kushida has written two general audience books in Japanese, entitled Biculturalism and the Japanese: Beyond English Linguistic Capabilities (Chuko Shinsho, 2006) and International Schools, an Introduction (Fusosha, 2008).
Kushida holds a PhD in political science from the University of California, Berkeley. He received his MA in East Asian Studies and BAs in economics and East Asian Studies with Honors, all from Stanford University.
Japanese Firms’ Innovation Strategies in the 21st Century
The landscape within which Japanese companies innovate stands altered by
events of the past two decades. Buffeted and metamorphosed by the forces of a severe
asset value shock followed by a decade of economic malaise, then a decade of growth,
and now the recent financial crisis, Japanese firms are transforming their innovation
strategies because the institutional basis of those strategies seems to be altered by new
economic realities. Even though the basis of the strategies, and perhaps the strategies
themselves, are changing, Japan is maintaining its level of innovation according to recent
data. Small companies seem to be increasingly part of recent innovation. So we ask,
how is the level maintained given that the strategies that created Japan's acknowledged
industrial innovativeness seem to be transformed by events?
Information Technology in Japan and Asia
Information technology (IT) is one of the transformative forces in the world today. As an engine of innovation and growth, it has transformed the economic structure in a wide range of areas, and it has reorganized social activities in ways not yet completely understood. IT also raises critical policy issues, particularly around the role of information privacy, security, and networks. Japan’s IT sector has experienced major shifts in its regulatory and industry structure as it developed cutting-edge services but became isolated from global markets.
Reducing Uncertainty: Intelligence Analysis and National Security
Description from Stanford University Press:
The US government spends billions of dollars every year to reduce uncertainty: to monitor and forecast everything from the weather to the spread of disease. In other words, we spend a lot of money to anticipate problems, identify opportunities, and avoid mistakes. A substantial portion of what we spend—over $50 billion a year—goes to the U.S. intelligence community.
Reducing Uncertainty describes what intelligence community analysts do, how they do it, and how they are affected by the political context that shapes, uses, and sometimes abuses their output. In particular, it looks at why intelligence community analysts pay more attention to threats than to opportunities, and why they appear to focus more on warning about the possibility of "bad things" happening than on providing the input necessary for increasing the likelihood of positive outcomes.
The book is intended to increase public understanding of what analysts do, to elicit more relevant and constructive suggestions for improvement from outside the Intelligence Community, to stimulate innovation and collaboration among analysts at all grade levels in all agencies, and to provide a core resource for students of intelligence.
The most valuable aspect of this book is the in-depth discussion of National Intelligence Estimates—what they are, what it means to say that they represent the "most authoritative judgments of the intelligence community," why and how they are important, and why they have such high political salience and symbolic importance. The final chapter lays out, from an insider's perspective, the story of the flawed Iraq WMD NIE and its impact on the subsequent Iran nuclear NIE—paying particular attention to the heightened political scrutiny the latter received in Congress following the Iraq NIE debacle.