In an Oct. 20 talk co-sponsored by SIIS and the World Affairs Council of Northern California, Philip Zelikow, executive director of the National Commission on Terrorist Attacks Upon the United States -- better known as the 9/11 Commission -- discussed the United States' continued vulnerability to terrorist attacks; the intelligence reforms that are needed to better protect the country; the attacks and accusations he has endured as head of the controversial commission; and his satisfaction that the body's final report has been widely disseminated to the American public, in a book that has become a best-seller. Zelikow's talk was held at Kresge Auditorium on the Stanford campus.

Zelikow is the White Burkett Miller Professor of History at the University of Virginia, and is director of the Miller Center of Public Affairs (also at the University of Virginia), the nation's largest research center on the American presidency. Before assuming his present positions in Virginia, he served in government with the Navy, the State Department and the National Security Council, and then taught at Harvard University. He was a member of the President's Foreign Intelligence Advisory Board and served as executive director of the National Commission on Federal Election Reform, chaired by former Presidents Carter and Ford. He was also the executive director of the Markle Foundation's Task Force on National Security in the Information Age.

Zelikow's books include The Kennedy Tapes (with Ernest May), Germany Unified and Europe Transformed (with Condoleezza Rice), and the rewritten Essence of Decision (with Graham Allison). He has also been the director of the Aspen Strategy Group, a policy program of the Aspen Institute.

Zelikow's talk was covered by the Stanford Daily and Stanford Report.

San Francisco -- Offshoring is just one of many global forces impacting job creation and destruction in the Bay Area and cannot be viewed in isolation from the key trends enabling it, such as globalization, technology-driven improvements in productivity and business disintermediation. Efforts to prevent offshoring will not be successful and are likely to come at considerable economic cost, according to a new study released today.

Sponsored by Joint Venture: Silicon Valley Network, the Bay Area Economic Forum and the Stanford Project on Regions of Innovation and Entrepreneurship (SPRIE), with research and project support from global management consulting firm A.T. Kearney, the study analyzed global trends, regional capabilities and the Bay Area job market.

Findings from the study, the first regionally focused on the Bay Area, were based on 120 interviews, analysis of 9,000 job listings and other primary and secondary research.

The Bay Area already has more experience with globalization and offshoring than other parts of the U.S., the study reports. Bay Area manufacturers earn almost 60 percent of their revenues in overseas markets. Analysis done as part of the study revealed 94 percent of companies in the semiconductor and semiconductor equipment manufacturing and software clusters - two driving sectors in the Bay Area in terms of employment and payroll contribution - are already using offshore resources.

This does not mean all jobs are going offshore. The study also found one-in-four job postings for large companies in those sectors during April 2004 was for positions in the Bay Area.

"The research makes clear that global trends will force continued creation and destruction of jobs in the Bay Area. These trends can't be reversed. Policies and investment should be directed toward helping the region strengthen its core capabilities to compete effectively on a national and global basis" said Sean Randolph, President & CEO of the Bay Area Economic Forum.

The study calls for policymakers to maintain strong support for basic research, invest in education to ensure a competitive local workforce and to address vulnerabilities in the regional business environment including housing, transportation and business regulations that hinder local job creation. Business leaders need to support transition programs and consider investment in local employee development to meet their future job needs.

The study found the Bay Area is losing ground to other regions in the U.S. and overseas in three competitive capabilities: mass production, back-office (transactional) operations and product and process enhancement. The competitive erosion in the latter is new. It appears that the Bay Area is rapidly losing out to other regions in occupations associated with engineering focused on cost reduction, fine-tuning processes and expanding product features. These engineering jobs, along with manufacturing and administration-related occupations, are expected to decline as the skills required for those functions are sourced more cost effectively in other regions of the United States and abroad.

The study also identified five competitive capabilities that investors and business leaders believe are key strengths of the Bay Area. In addition to three capabilities traditionally linked to the region (entrepreneurship/new business creation, research in advanced technologies and bringing new concepts to market), the analysis pointed to two other competitive capabilities not always in the spotlight:

• Cross-disciplinary research - coordinating and integrating advanced learning across industries and scientific disciplines.
• Global integrated management - managing and coordinating globally distributed business functions and networks.

Jobs aligned with these five regional strengths, such as high-level research, strategic marketing and global business and headquarter management activities, are expected to experience solid growth.

"The findings confirm that the region should continue to attract talent and foster innovation, start-up activity and job creation, as technology companies are launched and commercialized," said Russell Hancock, President and CEO of Joint Venture: Silicon Valley Network.

The Bay Area's strengths make the region a leader in job creation in early stages of the business lifecycle, but its weaknesses lead to job growth outside the region in the later stages. As a result, the study says, the Bay Area will continue to incubate and develop new businesses, a process that has historically been the core growth engine for the local job market.

"Companies founded in the Bay Area will typically maintain the majority of their workforce in the region until their first products or services gain market traction and key business processes stabilize," said John Ciacchella, Vice President with A.T. Kearney. "However, as these companies expand and mature, many of the new jobs that stay local will focus on management of expanding business operations that are outsourced, offshored and distributed to other regions."

The Bay Area also is well positioned in the industries likely to spawn new technology

start-ups, according to the study's job market analysis and interviews. Beyond its leading role in information technology, the Bay Area has the highest concentration of biotechnology firms in the country and more nanotechnology firms than all countries except Germany.

"How jobs in a region are affected by global trends depends on the competitiveness of the region's capabilities," said Marguerite Gong Hancock, Associate Director of SPRIE. "Despite a rise in the capabilities of other entrepreneurial regions globally, the Bay Area continues to lead in many of the capabilities considered most necessary for innovation and new business creation"

The study findings will be presented at a public event on Thursday, July 15, at Stanford University, where a panel of business and community leaders will discuss the report's findings and implications and take questions from the audience. The panel will be moderated by Paul Laudicina, managing director of A.T. Kearney's Global Business Policy Council, and includes:

• Edward Barnholt (Chairman, President & CEO, Agilent Technologies)
• William T. Coleman (Founder, Chairman & CEO, Cassatt Corporation, and Vice Chairman, Silicon Valley Manufacturing Group)
• Anula K. Jayasuriya (Venture Partner, ATP Capital LP)
• William F. Miller (Professor Emeritus, Stanford Graduate School of Business)
• The Honorable Joe Nation, California State Assembly

BAY AREA ECONOMIC FORUM
Bay Area Economic Forum (www.bayeconfor.org) is a public-private partnership of senior business, government, university, labor and community leaders, develops and implements projects that: support the vitality and competitiveness of the regional economy, and enhance the quality of life of the regions residents. Sponsored by the Bay Area Council a business organization of more than 250 CEOs and major employers, and the Association of Bay Area Governments, representing the region's 101 cities and nine counties, the Bay Area Economic Forum provides a shared platform for leaders to act on key issues affecting the regional economy.

JOINT VENTURE: SILICON VALLEY NETWORK
Joint Venture: Silicon Valley Network (www.jointventure.org) is a nonprofit organization that provides analysis and action on issues affecting the economy and quality of life in Silicon Valley. The organization brings together new and established leaders from business, labor, government, education, non-profits, and the broader community to build a sustainable region that is poised for competition in the global economy.

STANFORD PROJECT ON REGIONS OF INNOVATION AND ENTREPRENEURSHIP
The Stanford Project on Regions of Innovation and Entrepreneurship (http://sprie.stanford.edu), or SPRIE, is dedicated to the understanding and practice of the nexus of innovation and entrepreneurship in the leading regions around the world. Current research focuses on Silicon Valley and high technology regions in 6 countries in Asia: People's Republic of China, Taiwan, Japan, Korea, Singapore and India. SPRIE fulfills its mission through interdisciplinary and international collaborative research, seminars and conferences, publications and briefings for industry and government leaders.

A graduation ceremony held at CISAC on June 11 recognized the 10 undergraduate students who this year have completed the center's Interschool Honors Program in International Security Studies, and the ceremony honored four of the students with awards for excellence on their honors theses.

The award-winners are as follows:

*John Cieslewicz, a computer science major, received a William J. Perry Award for his thesis on "Attacks and Accidents: Policy to Protect the Power Grid's Critical Computing and Communication Needs."

*Elizabeth Eraker, a history major, received the John and Marjorie Hines Prize in American History for her thesis on "Cities as Critical Nodes: The Influence of Air Force Doctrine in the Targeting of the Atomic Bomb."

*Daniel Kliman, a political science major, also received a William J. Perry Award for his thesis on "Japan's Defense Policy in the Post-9/11 World: Toward a 'Normal' Nation."

*Anya Vodopyanov, who is studying history and political science, received a Firestone Award for her thesis on "A Watchful Eye Behind the Iron Curtain: The U.S. Military Liaison Mission in East Germany, 1953-61."

At a CISAC Directors' Seminar on June 9, Cieslewicz, Kliman and Vodopyanov presented their award-winning theses to fellow students, faculty members and others in the CISAC community.

The other six students who completed the CISAC Honors Program are the following:

Anne-Marie Corley, Slavic languages and literatures

Dana Craig, political science

Andrea Everett, political science

Tarek Ghani, symbolic systems

Lengsfelder, Savannah, international relations

Vaynman, Jane, international relations

Begun in 2000 to help develop the next generation of security specialists, the CISAC Honors Program accepts 12 Stanford undergraduate students each year, from all disciplines throughout the university. Those selected for the program attend the CISAC honors college in Washington, D.C., complete an internship with a security-related organization, attend a year-long core seminar on international security research, and produce an honors thesis with policy implications for international security. After fulfilling their individual department course requirements and completing the Honors Program, the participating students graduate in their major with an honors certificate in international security studies.

Faced with the deadly menace posed by transnational terror organizations, the nations of the world must redouble their cooperative efforts. The tasks ahead -- to disrupt terror groups and preempt their attacks -- require intense coordination among a multitude of national intelligence, national law enforcement, and military organizations. Unprecedented cooperation among all of the nuclear powers is needed to prevent nuclear weapons from falling into the hands of terror groups.

Yet, paradoxically, the two nations that have suffered the worst terror attacks -- the United States and Russia -- are regressing more and more to national strategies. They have been unwilling to make the extra effort to reap the benefits of real international cooperation.

I believe that the United States' strategic vision of the war on terrorism is flawed. I fear it is following the isolationist path of the United States after World War I rather than pursuing the broad international programs it successfully undertook to protect its security interests after World War II.

The terrorists posing the greatest threat to the United States and to Russia are transnational, with cells in many different countries. To support their training and operations, they raise funds in many countries and maintain these in international bank accounts. They use satellite-based television as their principal means of propaganda, the World Wide Web as their principal means of communication and international airlines as their principal means of transportation. Their efforts to get weapons of mass destruction are based on penetrating the weakest security links among the nations possessing these weapons, and their successful guerrilla operations depend on their ability to get support from sympathizers among the more than 1 billion Islamic people around the world.

An international operation is clearly needed to successfully deal with this threat. But the United States is not making full use of other nations and international institutions to dry up the terrorists' funds in international bank accounts, to gain intelligence on their planning for future attacks, to penetrate their cells so that it has a chance of preempting these attacks, to organize all nuclear powers with effective security of their nuclear weapons and fissile material, and to conduct counterinsurgency operations wherever they are needed. Dealing effectively with transnational terror groups that operate with impunity across borders requires an international operation with the full cooperation of allies and partners in Europe and Asia.

This is not "mission impossible." In 1993, the United States was able to get all of the former members of the Warsaw Pact to join up with NATO in forming the Partnership for Peace to cooperate in peacekeeping operations. In 1994, the United States with the full cooperation of Russia was able to negotiate an agreement by which all nuclear weapons were removed from Uzbekistan, Belarus and Kazakhstan and by which substantial improvements were made in the security of nuclear weapons in Russia. In 1995, the United States was able to get an agreement under which NATO took responsibility for the peacekeeping operations in Bosnia, an operation that was believed at the time to be as dangerous and filled with religious and sectarian strife as Iraq today, and it was able to get dozens of non-NATO nations -- notably including Russia -- to join it in that operation.

Securing Russian cooperation required listening to Russian views and making accommodations wherever possible. As U.S. defense secretary, I had to meet with my Russian counterpart four different times before I came to understand how to structure the command in Bosnia in a way acceptable to both Russians and NATO. The general lesson from this example, which is still applicable today, was best expressed by Winston Churchill, who observed during World War II, "The problem with allies is they sometimes have ideas of their own." But in reflecting on that problem, he also said, "The only thing worse than fighting a war with allies is trying to fight a war without allies."

What lessons can we learn from Churchill today? Had the Bush administration understood better the dangers of the post-conflict phase, surely it would have worked harder to get the support of those countries before invading Iraq. In any event, after the war it would have reached out to them and tried to achieve an accommodation that would have allowed their support during the reconstruction phase.

Instead, the administration took the position that any nation that was not with the United States during the war would not have a role in the reconstruction. To compound the problem, the United States did not seek meaningful assistance from the United Nations. Today, in the light of the difficulties experienced in restoring security in Iraq, the administration is reaching out to the United Nations and requesting that it play a major role in the political reconstitution of Iraq, but it is still not working effectively with the governments of France, Germany and Russia.

Just as the United States erred in believing that it did not need more international support in Iraq, so did the Russian government err in believing that it did not need more international support as it reconstituted its government after the Soviet era. The Putin administration believed -- correctly -- that it could turn around the Russian economy without significant assistance from other countries, and it believed that it could deal most effectively with its terrorist threat without interference from other countries. It also apparently believed that moving toward a level of democracy conflicted with the controls necessary for economic recovery and for fighting its terror war. So today we see a Russia that has enjoyed a healthy 7 percent growth rate each of these past five years, but has stopped -- indeed reversed -- its move towards becoming a liberal democracy. This reversal over the long term will have profoundly negative consequences for the Russian economy and for the Russian people, and unquestionably it is setting Russia on a course that will alienate it both from the United States and the European Union.

Both the Bush administration and the Putin administration have apparently made the decision that they can achieve their goals without broad international support. Both governments have erred in that judgment. But it is not too late to correct the judgment, and I fervently hope that both of governments will do so. The most important step in that process is reviving cooperation between the United States and Russia.