APARC's Henry S. Rowen is featured in James Mann's new book, The Rise of the Vulcans: The History of Bush's War Cabinet, Viking Penguin: New York, 2004, pp 186-97, for his role in formulating the military strategy that the United States should employ in a war against Iraq. The book details the Cheney-Wolfowitz-Rowen war plan -- dubbed "Operation Scorpion" -- which proposed an invasion of Iraq from the west, through the country's empty desert regions toward the Euphrates River.

While campaigning for president in 2000, George W. Bush downplayed his lack of foreign policy experience by emphasizing that he would surround himself with a highly talented and experienced group of political veterans. This core group, consisting of Donald Rumsfeld, Dick Cheney, Colin Powell, Paul Wolfowitz, Richard Armitage, and Condoleezza Rice, has a long history together dating back 30 years in some cases. Dubbing themselves the Vulcans, they have largely determined the direction and focus of the Bush presidency. In this new book, Mann traces their careers and the development of their ideas in order to understand how and why American foreign policy got to where it is today.

History shows that these sorts of trade problems can last a long time. In the '80s, Japanese and U.S. semiconductor manufacturers sparred constantly. A truce only began in the '90s when Japan was already mired in an economic slide. Moreover, such trade quarrels can lead to global incompatibilities that linger for years and hurt both importers and exporters. "I believe there are genuine security concerns on China's part, although the domestic industry is also likely to benefit," said Lawrence Lau, the Kwoh-Ting Li professor of economic development at Stanford University. "This happens quite often. Our cell phones do not work in Japan, so the Japanese manufacturers and distributors have a lock in their home market. However, that did not exactly help Japan. By setting a different standard, Japan has actually limited the growth of its own cell phone companies."

Iraq is one of the world's least likely sites for a transition to democracy. Virtually all of the classic preconditions for liberal government are lacking. And yet, with its decades-long despotism shattered, Iraq is now better positioned than any of its Arab neighbors to become a democracy in the next few years. That achievement, however tentative and imperfect, would ignite mounting aspirations for democratization from Iran to Morocco.

On the ground in Iraq, the picture is quite different from the news we see at home. Yes, there are bloody acts of terrorism every few days. But it is not Iraqis who are staging the suicide bombings. Increasingly, Iraqis are fed up with this violence and turning in the criminals who are waging it. The dwindling ranks of saboteurs and dead-enders, in cahoots with al Qaeda and other jihadists, can blow up buildings and kill people. But they cannot rally Iraqis to any alternative political vision. They can only win if we walk away and hand them victory. Fortunately (for now), the administration, Congress, the American people, and key elements of the international community are not wavering. They are supporting an ambitious agenda for democratic transformation and reconstruction.

Led by liberal-minded Iraqi drafters designated by the Iraqi Governing Council, work is nearing completion on a Transitional Administrative Law that will structure government and guarantee rights from the transfer of sovereignty on June 30 to the seating of a democratically elected government under a new constitution. With its provisions for civil liberties, due process, separation of powers, devolution of power and other checks and balances, this will be the most liberal basic governance document anywhere in the Arab world.

Civil society is springing up. Associations of women, students, professionals,journalists, human-rights activists and civic educators, along with independent think-tanks, are building organizations, holding conferences and crafting the grant proposals that will enable them to work for democracy on a larger scale. In one university, a team of eight translators is at work full time translating works on democracy into Arabic.

Iraqi women -- organized in part into an Iraqi Higher Women's Council -- have come together rapidly across ethnic, regional and ideological lines to craft an impressive agenda for political inclusion and empowerment of women. Some new civic associations -- including a gifted group of democratically minded young people with skills in the visual arts -- are helping the Coalition Provisional Authority to produce an ambitious civic education campaign. Once each week, for the next several months, this campaign will distribute throughout Iraq a million leaflets, each batch explaining in simple terms a different concept of democracy: human rights, the rule of law, free and fair elections, participation, accountability, transparency, minority rights and so on. These will be reinforced with similar messages on radio and television.

Iraqi democrats of all ages believe passionately in the need to educate for democracy, from both secular and religious perspectives. They stress that democracy cannot be secure until "we get rid of the little Saddam in each of our minds." Hundreds of Iraqis are now being trained to facilitate "democracy dialogues" that will bring Iraqis together to talk about (and practice) these concepts of democracy. During the next year and a half, these town hall meetings will also provide a forum for Iraqis to participate in the drafting of their permanent constitution.

Over the next few months, Iraq will witness the most intensive flow of economic reconstruction and democracy-building assistance of any country since the immediate aftermath of World War II. New construction alone will dramatically reduce unemployment. Before long, a new Iraqi electoral administration will begin preparing the country for its first free and fair elections. And Iraqi political parties will receive training in democratic organization,recruitment, communication and campaigning.

The quest for a decent and democratic political order could founder on the shoals of intolerant, exclusivist identities. But recent developments generate cause for hope. In the negotiations on the transitional law, contending groups are working hard with one another (and with the CPA) to find formulae that will manage their differences and give each section of Iraq a stake in the new system. Public opinion polls show that almost half of Iraq's Muslims identify themselves not as "Sunni" or "Shia" but as "just Muslim." Fewer than one in five favor a party ideology that is "hardline Muslim."

Political leaders are beginning to reach out across traditional divides. A leading moderate Shiite Islamist on the Governing Council, Mowaffak al-Rubaie, recently delivered an eloquent public endorsement of a federal system for Iraq. Denouncing the long history of oppression of the Kurds, as well as other peoples, he declared, "Centralization is the source of our division. Either we engage in a bitter conflict over power or we devolve power to the fringes of society."

One of the most serious problems has been the deadlock over the Nov. 15 plan for indirect elections (caucuses) to choose a Transitional National Assembly(TNA). Grand Ayatollah Ali Sistani and most of his devoted Shiite followers have instead demanded direct elections before the handover of power on June 30. However, with the recent U.N. fact-finding mission to Iraq, led by Special Representative Lakhdar Brahimi, a compromise resolution now seems imminent: direct elections for a TNA, but only by a timetable that would enable the country to attain the minimum administrative, security, technical and political conditions necessary for free and fair elections. Most experts think it will take at least nine to 12 months to prepare elections that will not be perfect but at least, in Mr. Brahimi's words, "reasonably credible."

It is going to take a lot longer than a year to build democracy in Iraq. Even after a new government is elected under a permanent constitution, the country will need extensive international assistance for many years to come to strengthen central and local government capacity, support civil society, and help fight crime, corruption, and terrorism.

Americans are not generally a patient people. We stayed the course to victory for four decades during the Cold War, but when it comes to nation-building, our impulse is to get in and get out quickly. That will not work in Iraq.

A democracy can be built in Iraq. No one who engages the new panoply of associations and parties can fail to recognize the democratic pulse and possibilities. But these new institutions and ways of thinking will only take root slowly. In the early years, they will be highly vulnerable to sabotage from within and without. The overriding question confronting the U.S. -- as the inevitable leader of a supporting coalition for democracy -- is whether we have the vision and the backbone to see this through.

A failed transition in Iraq will not see the country slip back into any kind of "ordinary" Arab dictatorship. The power vacuum in the country is too thorough, and the well of accumulated grievances too deep, to allow for that.If we withdraw prematurely and this experiment fails, religious militants, political extremists, external terrorists, party militias, criminal thugs, diehard Baathists and neighboring autocracies will all rush in to fill the void. Iraq could then become a new base for international terrorism -- Afghanistan with oil -- or fall victim to a regionally driven civil war, a hellish combination of Lebanon and the Congo. Any such scenario would suck the hope for democratic progress in the Middle East into its destabilizing vortex.

The thugs and terrorists are betting that if they generate enough terror and kill enough Americans, we will cut and run, as in Lebanon and Somalia. This is the one thing that Iraqi democrats fear more than anything else. I have repeatedly assured them, from my own conviction, that we will not abandon them. I hope I will not be proven wrong. Nothing in this decade will so test ourpurpose and fiber as a nation, and our ability to change the world for the better, as our willingness to stand with the people of Iraq over the long haul as they build a free country.

Silicon Valley cannot be replicated-not even in the US, leave alone India.

But there is no underestimating the complex and high end nature of information technology work that's increasingly being done in India.

There is almost nothing that is not doable, except certain high investment, high value manufacturing, like microprocessors.

This year stands out for the speed with which India, still very much a poverty ridden developing country, has emerged as a partner of mature econom-ies in a wide ranging field that covers information technology, business processes and research and development.

Unsurprisingly, such a major development has been accompanied by drama, excitement, anguish and misunderstanding. The rapid acceleration in trends, which in some cases date back to over 10 years, has given little time to players on both sides to rationally assess and adjust to new realities.

Some don't seem to know what has hit them and have therefore gone on to make unrealistic assumptions.

In the west, particularly in the US, there is a backlash against outsourcing to countries like India, China, the Philippines and Russia, with India being the most visible and so taking most of the rap.

Correspondingly, there is an element of euphoria in India in the belief that it has arrived. Some are making unrealistic assumptions that it is on the way to becoming a new Silicon Valley to the world.

Significantly, the knowledgeable and those who are in the vortex of change have a realistic view of what exists on the ground and an enlightened foresight of the shape of things to come.

In this survey of opinion leaders in the information technology industry, we try to come to grips with the new, rapidly emerging reality what is the exact nature of the high tech work taking place in India in information technology and what are the precise contours of the emerging cross border partnerships?

First, the Silicon Valley red herring. Sridhar Mitta, managing director of the incubating firm e4e Labs, almost snorts at the mention of Silicon Valley.

He recalls how the good professors at Stanford University started to get too many visitors who came and asked the same questions what makes Silicon Valley tick and can we replicate it in our country?

They undertook a methodical study for a couple of years and helped define the uniqueness of the creative process that occurs in a small geography 30 miles by 10 miles, near the Californian city of San Francisco.

To Mitta, the Valley's defining characteristic is that some of the best brains in the world are concentrated in a small geography. "It is an innovative high tech cluster. There is an ecosystem of companies which add value to each other."

In Silicon Valley people are willing to share ideas and are not worried about theft. Business discussions are concluded very fast as people want to get on with a project. A project can be started in a week.

There is no concern over individual ideas being stolen as it is assumed that if you are bright you will have many more worthwhile ideas. In the Valley, people don't care about religion, creed or nationality. "There is only one religion, business," Mitta says.

Another industry insider concurs. "Silicon Valley is not a service, but a risk taking model, whereas the Indian software model is largely based on cost effective and efficient delivery of services," he differentiates.

Many of tomorrow's problems are first defined in US universities and then get crystalised as business opportunities. "Firms in the Valley work closely with those universities to quickly grasp the business ideas that emerge from diagnosing and solving a technical problem, for example."

Where does Indian expertise and capability stand then? "The Indian environment still lacks the original ideas that create the new business models. This is because of the lack of proximity to markets," the industry insider explains.

"Once an engineering problem is defined, it can be executed in India." The key and growing Indian competency now is that it has crossed the technical hurdle, there is little that cannot be technically done in India.

If Silicon Valley scores 100 for the purpose of our present discussion, Mitta gives Bangalore 15.

"Bangalore has passed criticality in technical prowess but is still abysmally low in interaction. The culture of networking is better in Bangalore than in the rest of India but nowhere near what exists in the Valley. Here a major part of the load is carried by multinationals which guard their secrets very jealously," Mitta says.

Bangalore also scores on its educational institutions which can deliver the raw materials or skills. Like the Valley, it has some of the best brains, relatively speaking, and some companies have reached criticality of size. Some complex work gets done here in a serial way within companies.

"I know that a US company can start a complex work group here which involves doing many things, though not all. But I don't know what the company on the floor above mine is doing," notes Mitta.

Subroto Bagchi, COO of MindTree Consulting, who is based in the US, explains that in the 1990s people thought that any work that required a high degree of customer knowledge and collaboration, design and architecting had to be done exclusively in the US.

"Anything that required innovation had to be done near the water cooler. So now there is hardware, software and wetware the coffee machine and what's between your two ears, as most of the human brain is water."

But the big change has come with the availability of high bandwidth which has made the water cooler virtual.

"If earlier we looked at India for just development or maintenance work, now we are able to look at co-development and co-architecting," Bagchi notes.

Till two human beings meet, trust is not established. Innovation-related activity, co-development and co-architecting are not done by two entities but by two human beings.

Two techies have to accept each other as "buddies" before they can innovate together. "That happened after Y2K. It established the cross cultural comfort. In a nutshell, India has become legitimate," Bagchi adds.

Higher value add projects are now coming to India and company boards across the world are increasingly being asked, 'What is your India strategy?' Investors in venture capital funds are asking them, 'What are your plans for India,' and they in turn are asking companies 'What are your India development plans?'

The software insider says India's current role is to "complement" not "replace" Silicon Valley. "If present trends continue, maybe India can equal Silicon Valley in seven to 10 years. But the approach cannot be 'We versus they.'"

Another authority adds his support to this scenario, making a deft distinction between what is on and not on.

Says Madhukar Angur, David M French distinguished professor at the Flint School of Management, University of Michigan: "Today almost nothing is too high-tech for India. In technology (IT, designing, R&D) India has taken significant strides. It is pretty close to self-sustaining growth. But it is not quite there. So MNCs will look at India as a location for startups but not standalone ones."

So they will also seek out partners, as Intel has done with startups like Tejas Networks.

The cooperation and joint development approach is underlined by K P Balaraj, managing director of WestBridge Capital Partners.

He feels that "the vast majority of the work being done by start-ups in India is led by teams located in the Valley. What is changing though is the timing of an India ODC (overseas development centre) which is being set up much earlier in the life cycle or even at the seed stage."

What is more significant is that as multinationals which follow the example of early leaders such as GE, TI, Intel, Oracle and others start to do more cutting edge work here, there will be a large base of India-based engineers and managers who will have the experience of building and bringing a world-class product to global markets, primarily the US.

"From this base, we will see a future generation of product entrepreneurs emerge who will have the vision and market credibility to attract high quality VC funding for their plans," Balaraj adds.

Innovation means developing new technology or products. Product development in India is already taking place but as a secondary exercise.

Sanjay Kalra, CEO of the HCL-Deutsche Bank joint venture DSL Software, explains the sequence of what came first and then what followed. At any point of time more than 70 percent of spending takes place on sustaining investments in existing technologies.

This, like work on new technologies, also requires high end work that is innovative. But a majority of the effort is in tasks that are process and procedure bound.

In such tasks, innovation is focused on how to deliver the subcontracted tasks better (process improvement, quality).

High end startups are now beginning to allocate and locate a high percentage of employees (or contractors) in India.

In the past it was the large technology players that leveraged the lower costs and high availability of talent. The smaller startups would contract to small and large players on a need basis.

But of late a lot of smaller startups are also beginning to factor in India as an integral part of their business plans right from the beginning.

What is more, several start-ups are now using India as the base to also conceptualise and then produce in India for markets in Asia.

The good news on products is that Intel is in India in a big way and is going in for the joint effort startups that hold the key to the future. Intel's own agenda, says Ketan Sampat, president of Intel India, is to establish leading edge design capability.

Says Sampat: "At Intel's development centre (its largest non-manufacturing site outside the US), we are engaged in some of the most advanced development activities not just in India but anywhere in the world. For example, the flagship next-generation enterprise processor that Intel will have in volume production is being designed entirely in Bangalore."

But he sees an important milestone that has to be crossed Indian firms still have not broken into the ranks of product companies with their own intellectual property and branded product lines.

"The i-flex's of the world are still too few and far between," Sampat says. So Intel Capital, the company's strategic investment programme, has been an investor in several Indian technology companies. Sampat mentions the investment in Sasken Technologies.

"Its product GSM/ GPRS software stacks complements our "Manitoba" (wireless Internet on a chip) product and it has customers worldwide."

He also mentions another telecom company, Tejas Networks. "It is starting with the Indian market which is sizeable now and is using it as a springboard to the global market."

Sanjay Nayak, CEO, Tejas Networks, sees only the beginnings of high end startups in India, like his company. "It will take some time before we see a major shift in startups originating in India, though the enablers are all there."

The most common trend is to have an "engineering backend" in India of a US originating startup. Within this, the major amount of work that is being done is "software" centric not much system design or hardware design work is done.

He expects that "once we have a few success stories of high-end product companies from India, it will accelerate the trend." In the past, countries like Israel and Taiwan have witnessed such trends.

Srini Rajam, chairman and CEO of Ittiam, another startup product company, sees high end start ups becoming increasingly dependent on designs done in India.

"There is a strong push coming from the investors of the start ups to locate a large part of their design team in India or source their key designs/IP from Indian companies, in order to improve R&D budget utilisation and time-to-market."

He sees early revival worldwide in one segment-the semiconductor and embedded systems. "This is in turn is enabling the growth of chip design, embedded software and system design activities in India."

Several factors are likely to encourage more high end work to come to India and help it become an increasingly important partner of Silicon Valley.

First, the reverse brain drain or brain gain that has been taking place in the last few years, especially since the tech bubble burst in early 2000 and the recession that set in in Silicon Valley.

One person who has been plotting it carefully is Rafiq Dossani, a senior research scholar at the Asia-Pacific Research Centre of Stanford University.

"My guess is that 6,000 jobs have been lost from Silicon Valley in IT to India. Looking ahead, the flow will depend on both opportunities in India and here."

The Silicon Valley economy is picking up rapidly and hiring should soon increase, feels Dossani. In addition, it remains unbeatable on new product development because of its global reach of talent and proximity to markets.

So the younger and more innovative will be attracted to the Valley. India will continue to attract those in the 30-40 age group interested in raising families in India and those interested in a rapid rise up the executive ladder through a stint at a senior level in India.

Also, a key security factor is enabling high end work to shift to India, argues Angur. India will be a country of choice for location of partnerships on considerations of economic stability.

"Multinationals gamble on technology but are cautious on geography. Even China and Taiwan have a security downside. India-Pakistan relations is indeed perceived as a security risk but still India is on the preferred US list."

He sees a significant historical parallel. Technology and IT will be to India what the automobiles industry was to the US.

"One out of every three in the US has something to do with automobiles. The IT revolution has the seeds of becoming something like that. In the immediate future mutlinationals will consider India more and more for high-tech startups and there will be more high tech jobs."

Bagchi shares a deeper insight rooted in Indian history and social development. India, he feels, has two cards up her sleeve: "One is the power of diversity and two the power of pluralism, imparted to it by its institutions."

The future of the global economy is in more trade but post 9/11, the west is also looking for a sense of comfort a degree of security and cultural fit.

How many countries are there with world class capability in IT services from which an American company can source? Out of the choices available, how many countries are both diverse, so that there is a democratic-cultural fit, and believe in institutional pluralism - executive, judiciary, legislative system? "These institutions give a guarantee of continuity," he says.

To become an innovation partner to Silicon Valley, an economy must innovate. Innovation is invariably linked to diversity. The US has been at the cutting edge of technologies because it has such a pro-immigration policy.

"We did IT services for 15 years and moved up the value chain. But the next big value chain is about innovation. That innovation depends on the fertility condition on the ground. That condition is necessarily about diversity," Bagchi adds.