Takeshi Kondo was undergoing training as a new Mitsubishi Electric systems engineer in Kobe, Japan when the massive 7.2-magnitude Great Hanshin earthquake struck in 1995. When Japan was hit by the double disaster of an 8.9-magnitude earthquake and a tsunami in March 2011, Kondo was at Stanford University participating in the Corporate Affiliates Visiting Fellows Program at the Walter H. Shorenstein Asia-Pacific Research Center (Shorenstein APARC). The March tragedy called to mind the 1995 Kobe earthquake and underscored for him the strength of the U.S.-Japan relationship in the face of adversity.

Kondo, currently a manager for the Strategic IT Business Planning Department of Mitsubishi Electric, is a Corporate Affiliates Visiting Fellow for the 2010–2011 academic year. During this rigorous and stimulating year, he has conducted research on non-entertainment applications for augmented reality (AR) technology, audited entrepreneurship classes, and participated in site visits to numerous Bay Area companies. He will present his research findings during a public seminar at the end of May before concluding the program and returning to his position at Mitsubishi Electric's corporate headquarters in Tokyo.

A graduate of Waseda University with BS and MS degrees in industrial and management systems engineering, Kondo majored in combinatorial optimization—the analysis of numerous finite possibilities in order to arrive at the most efficient solution to a problem. He has applied his expertise for the past seventeen years at Mitsubishi Electric, a corporation with five major divisions and approximately one hundred thousand employees worldwide, including the United States. Mitsubishi Electric manufactures products ranging from common home appliances like refrigerators to sophisticated electronic devices such as semiconductor lasers. Its Diamond Vision display system graces San Francisco's AT&T Park and Oakland's Oracle Arena.

Prior to taking up his current position at Mitsubishi Electric, Kondo designed systems related to road operations and management, including traffic information and radio communications systems, and he also took part in a joint government and private sector study of a toll collection system similar to FasTrak. The study group made important technology- and policy-related recommendations to the Japanese government when it was preparing to implement the system throughout the country. Kondo is now engaged in finding ways to develop the IT-side of Mitsubishi Electric's business, testing new systems in-house before putting them on the market.

Kondo is excited about the possible manufacturing applications of AR technology, which to date has mostly been utilized in entertainment. A commonly seen use of the technology is with the throw-distance markings that are digitally overlaid on a field during a television football broadcast. When he returns to Mitsubishi Electric this summer, Kondo plans to advocate the use of AR technology and to explore new ways of implementing it with their manufacturing. His Shorenstein APARC research project advisor has been Henry S. Rowen, co-director of the Stanford Program on Regions of Innovation and Entrepreneurship and a specialist on high-tech industries in the United States and Asia. "He is brilliant," emphasizes Kondo.

During his year with the Corporate Affiliates Visiting Fellows Program, Kondo has audited several entrepreneurship classes in the Department of Management Science and Engineering, noting the profusion of such classes at Stanford University. It has led him to develop an interest in the Bay Area venture capital firms that the Fellows have visited, his first encounters with businesses of this kind. The group has also toured a number of high-tech companies, of which Cisco Systems holds a special attraction for Kondo because of his interest in AR technology.

Of all of his experiences this past year, Kondo has perhaps been most struck by the overwhelming U.S. response to Japan's recovery efforts after the March 11 earthquake and tsunami. "It has been very confusing," he says, "but the American people have shown support for us." Japan too demonstrated its friendship when Hurricane Katrina devastated New Orleans in 2005—an unprecedented disaster in U.S. history. The Japanese government and private citizens sent significant funds and supplies for relief efforts.

When Kondo returns to Japan in June, he will take with him not only the academic and business expertise that he has gained while participating in the Corporate Affiliates Visiting Fellows Program but also the memory of the friendship that he has experienced. Building strong ties between the United States and Asia is a core component of Shorenstein APARC's mission. Kondo will join the Corporate Affiliates Visiting Fellows Program's ever-growing alumni network, connecting him to colleagues throughout Asia and to Shorenstein APARC and Stanford scholars for many years to come.

Martha Crenshaw has been researching terrorist organizations since the late 1960s. In the wake of the U.S. military’s successful mission against Osama bin Laden, she comments on what happens to Al Qaeda now, and the challenges that remain.

CISAC: What does the death of Osama bin Laden mean for the world?

Crenshaw: The killing of bin Laden brings closure to a pursuit that began well before the 9/11 attacks. The successful raid demonstrated American tenacity as well as a somewhat surprising ability to keep a secret over the past several months as American intelligence agencies zeroed in on bin Laden's fortified compound in Abbottabad. Although most of the world thought he was hiding in the mountainous and inaccessible border regions of Pakistan, sheltered by local tribes, he was actually centrally located in a city not too far from Islamabad. It is often said that terrorism cannot be deterred because terrorists have no return address, but it turned out that bin Laden did. After years of patient intelligence work the U.S. finally found it. 

CISAC: What happens to Al Qaeda now?

Crenshaw: There are differing opinions. One is that bin Laden is a unique figure and that there's no other leader of a terrorist organization that has the kind of aura he has. People who joined Al Qaeda swore personal allegiance to him. He had this kind of bearing, and they respected his personal piety. It's hard to replace a leader like that. At the same time, that part of the organization affiliated with bin Laden is still a major actor. A lot of attacks, like the London bombing, are traced back toward them. A lot of the failed and foiled attacks in the U.S. were traced back there, too, suggesting he played an operational role as well as an inspirational role.

On the other side, even if Al Qaeda disappeared, other affiliates like Al Qaeda in the Arabian Peninsula are still extremely dangerous and capable. They can trade on his reputation and inspire others to join. They might make demands for revenge. There are also those who could replace bin Laden, not so much as an inspirational leader but in terms of operations. The central organization's more visible second in command, Ayman Al-Zawahiri, is free although he will be under intense pressure. There is also a second-tier leadership whose abilities and appeal are largely unknown. Local affiliates such as Al Qaeda in the Arabian Peninsula have often overshadowed AQ central, and in fact AQAP is currently considered to be the most serious threat to US security. 

CISAC: It sounds like there is likely to be jockeying for power.

Crenshaw: There certainly will be. Will Zawahiri necessarily step into the No. 1 role now? Or will he be challenged? It's possible. You can kind of see how little we know and how hard it is for the U.S. to piece it together by how long it has taken to find bin Laden. The U.S. has been looking for him since 1998.

CISAC: Does that make things more or less dangerous?

Crenshaw: There's a theory that the more fragmentation you have, the higher the level of violence. The way you get more resources and support is to be more audacious than your rivals. You could have violence from one faction against another. There's also the idea that you attack your enemy to show how dangerous you really are. Nobody wants to be seen as weak, so they feel that they have to do what the other side is doing. 

More: An interview with Fundación para las Relaciones Internacionales y el Diálogo Exterior, a European think tank based in Madrid. 

CISAC's Nuclear Security Fellow, Gaurav Kampani, discusses the question of nuclear stability in South Asia.