Business

In cooperation with the Stanford Program on Regions of Innovation and Entrepreneurship and other organizations, the Bay Area Council Economic Institute and its partners--Deutsche Bank's Alfred Herrhausen Society, the LSE Cities program of the London School of Economics and Cisco--will be presenting the Global Green Cities of the 21st Century International Symposium in San Francisco, CA, from February 23-25, 2011.

Cities are at the epicenter of the global economy, and of the dramatic shift of population from rural to urban settings in many countries around the world. They are also at the heart of the transition to new, more sustainable economic models, as energy and other resources are used more efficiently, emissions are reduced, and the quality of life of their residents is enhanced.

This Symposium is a high-level, invitation-only exchange among a select group of the world's most innovative elected officials, planners, architects, academics and business leaders around the theme of sustainable urban development and the evolution of green cities. Its objective is to advance the state of the art in green urban design, based on the vision and shared experience of some of the world's most innovative leaders and places.

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Larry Diamond
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The toppling of a brutal, corrupt, and long-ruling dictator, Zine el Abidine ben Ali, is an extraordinary achievement for the diverse elements of Tunisian society who came out into the streets in recent weeks to demand change. Ben Ali's startling fall is another reminder of how suddenly political change can come in authoritarian regimes that substitute force, fear, and fraud for legitimacy. Such regimes may appear stable for very long periods of time, but when the people lose their fear and the army refuses to fire on the people, they can unravel very quickly.

Unfortunately, the demise of a dictator does not guarantee the rise of a democracy in its place.  Historically, most authoritarian regimes have given way to a new (and often only slightly reconstituted) autocracy. This has been the principle pattern not only in the successor states to the Soviet Union, but in much of Africa since independence, and in numerous states in Asia and Latin America historically as well. In the Middle East, the odds against a successful democratic transition are particularly long, since there have hardly been any (outside Turkey and Israel) since the end of colonial rule. In Iran in 1979, a popular uprising against a long-serving dictator led not to democracy but rather to an even more odious and murderous form of oppression.

 If Tunisia is to defy the odds, it will need a significant period of time to reform the corrupt rules and institutions of the authoritarian regime and create an open, pluralistic society and party system that is capable of structuring democratic competition. Even if elections for a successor government are pushed out to six months, rather than sixty days, it is highly unlikely that this will provide sufficient time to create even a minimally fair and functional democratic playing field. 

Think of the many components of a democratic election, and Tunisia today is far from having them in place. After decades of fixed and phony elections, Tunisia needs a complete overhaul of its electoral machinery: a new and impartial electoral administration, a new electoral register, and perhaps as well a new electoral system. An energetic program of civic education should help Tunisians understand not only the mechanics of a democratic electoral process but also the underlying norms, rights, and responsibilities of democratic citizenship. This is a long process, but from Poland to Chile to South Africa, civil society organizations have shown that much can be accomplished to lay the foundations for popular democratic awareness and capacity if the models, materials, and resources are made available, and if there is a decent interval of time and political space to do the work. Doing this work-and enabling political parties and candidates to convey their messages-also requires a new and more pluralistic media environment. State control of the electronic and print media must be radically refashioned.  Privately owned media must be allowed to form and function, and critics of the old order must be allowed to enter the arena of ownership.

An effective democratic election requires not just freedom of opposition parties to organize, but time, resources, and training for them to form-or reform-and develop some ability to perform the essential functions of modern parties:  to establish what they stand for, to develop programmatic agendas, to elect leaders and recruit candidates, to forge ties with constituencies, and to survey public opinion and respond with appropriate messages. Trade unions, business chambers, and other civic groups need time as well to purge themselves of corrupting ties to the old order, or form anew, cultivate their natural constituencies, and build an authentic civil society.  Independent think tanks and public opinion surveys can also help to structure and enrich an emergent democratic process, but they as well need time and resources to function effectively.

Free and fair elections-especially in a context where they have never taken place before-also require extensive preparations for domestic monitoring and international observation, so that fraud can be detected and deterred, honest mistakes can be exposed and corrected, and public confidence can be generated in the new procedures.

Many of these tasks are ongoing after a successful transition to democracy, and setting too ambitious an agenda for reform could risk waiting indefinitely and squandering the opportunity for democratic change. But one of the most common reasons for failed transitions is a rush to early national elections and a failure to prepare the ground adequately for a fair and meaningful contest. Two common consequences of hurried elections are chaos or renewed autocracy, as some portions of the old order rally behind a new figure or old party and win by hook or crook. 

Unfortunately, there are also risks in waiting too long. Democratic energy in society can dissipate.  If (putative) democratic forces enter into a broad-based transitional government, as is now happening in Tunisia, they risk being corrupted or tainted with the stench of the old order if they hang around for too long, sharing some authority and stature but no real power. A prolonged transitional period can also give authoritarian forces time to regroup, purge the worst elements, present cosmetic changes, divide and confuse the opposition, and return to power under the guise of a pseudo-democracy. That is why it is important that opposition figures in Tunisia insist on a serious program of institutional and possibly constitutional reform during the transitional period, with extensive public dialogue and broad popular participation, so that interim rule is not a stagnant pause but rather a dynamic historical moment that engages and mobilizes public opinion for real democratic change. The risks of delay could also be reduced if a non-partisan, technocratic figure, not associated with the Ben Ali's political machine, could be tapped to lead the interim government, and if the political opposition could unify to negotiate strong conditions for the period of interim rule, including basic freedoms, an end to censorship, and removal of Ben Ali loyalists from the cabinet.

There is an important role for international actors at this seminal moment in Tunisian history. Like peoples throughout the Middle East and other post-colonial spaces, Tunisians are understandably wary of foreign intervention. After a quarter-century of lavish Western (especially French) aid and political comfort to Ben Ali, Tunisians will no doubt cast a suspicious eye on grants, statements and actions that purport to now, suddenly, want to build democracy in Tunisia. But Tunisians may welcome limited and specific steps if they are transparent and taken in careful consultation with diverse elements of Tunisia's civil society and historic opposition. 

Fortunately, Tunisia has many liberal and democratic figures in business, intellectual, cultural, and civic life who understand what liberal democracy is and would like to see it emerge in Tunisia. And it has other distinct advantages. It is a relatively small country in size and population, which makes some of the tasks of institution building and promotion of democratic norms a bit easier. Educational levels are relatively high, and there is a significant infrastructure of a middle class society. The security forces seem to be divided, and it appears the army refused to fire on peaceful protestors-a very positive precedent. Without blood on its hands from the recent violence, the army is better poised than other elements of state security to guarantee a process of democratic change, if its leadership comes down in favor of it (for whatever reason). And in contrast to Algeria, Egypt, or Jordan, Islamists do not seem to have strong public support. Thus, it is difficult for the forces of the ancien regime to manipulate public fears of radical Islam (or of disorder that the old elites themselves covertly generate) in order to discredit liberalism as naïve and ride back to power. 

It is vital that Europe and the United States not fall again for the specter of disorder or an Islamist surge, but rather insist on genuine democratic reforms, and tie future aid and geopolitical support to this. The US and EU should hold forth the prospect of Tunisia achieving a special and potentially transformative status in economic relations if it negotiates the path to become the first Arab democracy of this era. At the same time, they should threaten to institute targeted travel and financial sanctions against diehard defenders of the old order who frustrate or sabotage a democratic transition, or who use violence against peaceful demonstrators.  These kinds of prospective inducements, positive and negative, can help to tip the balance in the calculations of a lot of elites from outside the Ben Ali "family" but who were part of the Ben Ali regime and must now be wondering where their own interests lie. To complement the necessary private messages, the US ambassador (and others representing democracies in Tunis) should stand up publicly for democratic reforms, embrace democratic reformers, support new democratic initiatives with small grants, and warn old regime elites against repression.

In the coming weeks and months, American and European democracy foundations and aid organizations, along with the United Nations and its political assistance programs in the UNDP, can do a lot-transparently, and in consultation with Tunisian society-to train and support the emerging infrastructure of democracy in the state administration, political parties, and civil society. The funding required to make a difference is not large in absolute terms, and it should be a priority. Time is of the essence, and more flexible instruments, like USAID's Office of Transition Initiatives, should be tapped to activate assistance quickly.        

History-and the grim realities of pervasive authoritarianism in what is known in the political science discipline as a "bad neighborhood"-do not justify a high degree of optimism about the prospects for democracy in Tunisia. Yet the third wave of global democratization is replete with instances of successful democratization in even more unlikely circumstances. The speed with which the Tunisian protests mushroomed in a few weeks from a lone act of self-sacrifice to a national uprising, and the intensity with which this uprising has resonated in nearby countries, shows the pent-up demand for democratic change in the Arab world. If that demand can be directed toward pursuit of concrete institutional reform, with timely international support, the Jasmine Revolution could surprise again, by giving birth to the first Arab democracy of our time.

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The Europe Center
Encina Hall E103
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Stanford, CA 94305-6055

(650) 724-8020 (650) 725-2592
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Professor of Sociology at University of Innsbruck, Austria
Distinguished Austrian Visiting Chair Professor, 2011
max_preglau.jpg PhD

Max Preglau is a professor of Sociology at the Department of Sociology, School of Political Science and Sociology of the University of Innsbruck in Austria. His work focuses on Critical Social Theory and on the comparative Study of Contemporary Societies, Social Inequalities, Welfare Regimes and Social Policies (Austria and EU-Memberstates).

In 2006-07 Preglau was a Joseph Schumpeter Fellow at the Weatherhead Center for International Affairs, Harvard University. Until 1991 he was associate professor, until 1986 assistant professor at the Department of Sociology at the School of Economic and Social Sciences of the University of Innsbruck, Austria. Preglau received his doctoral degree in the Social and Economic Sciences from the Vienna Business School, a post-graduate Diploma in Sociology from the Institute for Advanced Studies in Vienna and his qualification for university teaching (Habilitation) of Sociology from the University of Innsbruck.

Professor Preglau's current research projects include "Comparative Analysis of Social Structures: Austria, Europe and the USA," and "Comparative Analysis of Welfare States and Social Policies: Austria, Europe and the USA."

Courses:
SOC 252: Current Social Change: Austria, Europe and the US
Term: Winter, 3-5 units
Tue/Thur 3:15 - 5:05 PM, 160-127

SOC 253: Rise, Current Challenges and Transformations of the Welfare State
Term: Spring, 3-5 units
Tue/Thur: 3:15 - 5:05 PM, 160-127

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Video clips (12 min)

February 10th marked the launch of FSE's new Global Food Policy and Food Security symposium series. The opening session featured Jeff Raikes (CEO, Bill & Melinda Gates Foundation) and Greg Page (CEO, Cargill), who presented their views on global food security and the roles of the private sector and foundation community. Stanford President John Hennessy provided the opening remarks. Click herefor a news summary of the event.


Speaker biographies

Greg Page, CEO Cargill Corporation

Greg Page serves as chairman and chief executive officer of Cargill. Cargill, a leader in agribusiness, is one of the largest privately held corporations in the world, with 131,000 employees in 66 countries, and with 2010 revenues of $108 billion. He was elected chairman of the board on Sept. 11, 2007, and CEO on June 1, 2007. He continues to hold the office of president, a position to which he was elected in June 2000. He was elected to the Cargill Board of Directors in August 2000.

Page joined Cargill in 1974 as a trainee assigned to the Feed Division. Over the years, he held a number of positions in the United States and Singapore. Page worked with the start-up of a poultry processing operation in Thailand, the beef and pork processing operations of Cargill's Excel subsidiary in Wichita, Kansas, and the Financial Markets Group in Minneapolis.

Page serves as a member of Eaton Corporation's board of directors. He serves as chair of the board of Big Brothers Big Sisters of America. Page received a bachelor's degree in economics from the University of North Dakota. He was born in Bottineau, N.D.

Corporate Responsibility at Cargill

Jeff Raikes, CEO Bill & Melinda Gates Foundation

Jeff Raikes, chief executive officer, leads the foundation's efforts to promote equity for all people around the world. He sets strategic priorities, monitors results, and facilitates relationships with key partners for all three of our program groups.

Before joining the foundation, Raikes was a member of Microsoft's senior leadership team, which sets overall strategy and direction for the company. Raikes was president of the Microsoft Business Division and oversaw the Information Worker, Server & Tools Business and Microsoft Business Solutions groups. He previously served as group vice president of the Worldwide Sales and Support Group, where he was responsible for providing strategic leadership for Microsoft's sales, marketing, and service initiatives. Before that, he served as senior vice president of Microsoft North America.

Raikes joined Microsoft in 1981 as a product manager and was instrumental in driving Microsoft's applications marketing strategy. Promoted to director of applications marketing in 1984, Raikes was the chief strategist behind the company's success in graphical applications for the Apple Macintosh and the Microsoft Windows operating system and the creation of the Microsoft Office suite of productivity applications. Before joining Microsoft, he was a software development manager at Apple Computer Inc.

Raikes, a Nebraska native, holds a Bachelor of Science degree in engineering-economic systems from Stanford University. He and his wife, Tricia, have three children. They are founders of the Raikes Foundation and are active members of the United Way of King County, where they served as co-chairs of the 2006-2007 fundraising campaign. Raikes also serves on the board of directors for Costco Wholesale Corp. and the Microsoft Alumni Foundation, where he is chair of the board.

Adding special relevance to his participation today, Raikes is an active owner of a large farming and cattle-feeding operation in Nebraska.  For the last three years, he has also been a guest lecturer in Stanford's "World Food Economy" course, and he is slated to perform in that role again tomorrow.

Gates Foundation Agricultural Development Program

Mackenzie Conference Room
Room 300, Huang Building

Greg Page CEO Speaker Cargill Corporation
Jeff Raikes CEO Speaker Bill & Melinda Gates Foundation
Symposiums

This meeting is the third in a series of consultations between agricultural scientists (in particular those interested in the conservation and use of crop diversity in plant improvement) and climate scientists on how to adapt agriculture to climate change. The first meeting, also held at Bellagio (3-7 September 2007), looked at the Conservation and Use of Global Crop Genetic Resources in the Face of Climate Change. It identified three major challenges facing the adaptation process: collecting crop diversity before it disappears, using it to breed better adapted crops, and informing key players of the increased need for the conservation and effective use of crop genetic resources in the face of climate change.

The second meeting, held at Stanford University on 16-18 June 2009, looked more specifically at breeding, and in particular at Climate Extremes and Crop Adaptation. Among other things, it recommended that efforts to develop heat tolerant varieties of the major cereals be intensified, and that greater investments be made in genotyping and phenotyping the variation already held in genebanks, and in collecting remaining diversity.

This third meeting in the series, and second at Bellagio, focused on a specific area of intersection between the ground covered by the previous consultations: the role of plants that are closely related to crops but are not themselves cultivated (crop wild relatives, or CWRs for short) in breeding varieties better adapted to future climates. The following questions were asked:

1) What is the evidence for the value of wild relatives in breeding for tolerance to abiotic and biotic stresses in general, and heat and drought tolerance in particular? Are there specific crops where we can anticipate that the collecting and or use of crop wild relatives will be of particular importance in the context of climate change?

2) What are the most useful techniques for identifying gaps in collections of crop wild relatives, what are the areas and populations most threatened by climate change, and areas and populations most likely to yield materials with traits of interest to breeders (especially drought and heat resistance)? And what R&D is needed to improve these techniques or create new, more effective ones?

3) In what form would breeders ideally want genebanks to provide them with crop wild relatives material? What specific changes in the current way genebanks and breeders do business and interact will be necessary to make this happen? What options exist to sustainably finance efforts to collect, conserve and use crop wild relatives, and to expand pre-breeding efforts?

Three specific goals for the proposed meeting. The first is to inform a strategic plan being developed by the Global Crop Diversity Trust, the Millennium Genebank, Bioversity International and the CGIAR Centres to ensure the ex situ conservation of priority crop wild relatives and their long-term availability and use in climate change adaptation and mitigation efforts. The second will be broader set of policy briefs for the crop development community, and the third will be a series of publications that summarize the work leading up to and resulting from the meeting.

Rockefeller Conference Center
Bellagio, Italy

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In January-April 2011, the Program on Human Rights will host the Sanela Diana Jenkins International Human Rights Speaker Series, a weekly series featuring presentations by leading scholars of human rights. The series will comprise 10 high profile international and domestic human rights scholars, lawyers and activists who have made significant contributions to international justice, women and children's rights, environmental rights and indigenous rights.

Sanela Diana Jenkins has turned a life of hardship into triumph, as she has developed into a successful business woman, a devoted mother, and a philanthropist.

As a native of Sarajevo, Bosnia, Jenkins lived her childhood and teenage years in the midst of genocide. She lived in the country long enough to graduate from Sarajevo University with a degree in economics. Shortly thereafter, Jenkins was forced to flee her homeland during the conflict in Bosnia, which was responsible for the death of her brother Irnis. Compelled to leave her parents behind, Jenkins found herself as a refugee in London, where she was eventually granted asylum.

It was in England where Jenkins began to lay the groundwork for her future. Jenkins enrolled in London's City University to further her education. During her schooling, she learned English and worked odd jobs to support her parents back in Sarajevo. Not long after Jenkins discovered her new-found freedom, she met her husband Roger Jenkins, a financial executive in London, who was teaching classes at City University.

Jenkins has dedicated a large part of her attention back to her native land by establishing The Sanela Diana Jenkins Foundation for Bosnia in Memory of Irnis Catic. The Foundation, which is closely associated with the funding of the medical school at the University of Sarajevo, aims to provide financial support toward establishing Bosnian schools and orphanages. Additionally, it is instrumental in building homes for the country's poor, supplying emergency aid & relief, and cleaning the country's lakes and polluted areas. The Foundation is the largest privately funded Bosnian organization of its kind. In 2008, Jenkins won the Mostar Peace Connection Prize for her humanitarian work.

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Nathan Eagle, Founder and CEO of txteagle spoke at the weekly Liberation Technology Seminar Series on Dececember 2, 2010 about mobile phone usage in the developing world.

Although txteagle began in 2007 as a purely academic project, the current goal of the company and of its founder and CEO, Nathan Eagle, is to give one billion people a five percent raise. In his presentation, Eagle described the context for which txteagle was designed, how the company's focus has evolved over the past three years, and what steps the company is taking to move closer to achieving this goal in the future.

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Eagle began by offering some background information to explain the initial impetus behind txteagle. Today, about 63% of global mobile phone usage takes place in the developing world, making airtime usage in emerging markets worth about $200 billion a year. Mobile phone users at the so-called "Base of the Pyramid" typically spend 10% of their income on mobile phone airtime. Through his experience living in emerging markets and teaching mobile application development in universities across sub-Saharan Africa, Eagle began to see that a significant opportunity space existed to reduce the cost of airtime for people at the base of the pyramid, in effect giving these people a raise.

Mobile applications developed as a part of MIT's Entrepreneurial Research on Programming and Research on Mobiles (EPROM) project offered some insights into the potential of mobile-based tools. In Rwanda, where electricity is a prepaid service, one of Eagle's former students quickly cornered a significant share of the market by creating scratch cards for crediting one's electricity bill via mobile phone. In Eastern Kenya, a program called SMS Blood Bank was created to enable real time monitoring of blood supplies at local district hospitals in Eastern Kenya. Although SMS reporting of low blood levels resolved the huge amount of latency in the system of local district hospitals (where responses to dips in supply had typically taken up to 4 weeks), the price of reporting blood levels via SMS represented a pay cut for local nurses; despite nurses' initial enthusiasm, SMS reporting tapered off within weeks. When the idea of sending about 10 cents of airtime to compensate nurses for each SMS report of blood level data proved a success, the model behind txteagle was born.

Designed as a means to monetize people's downtime, txteagle has grown rapidly through partnerships with over 220 mobile operators in about 80 countries around the world. In turn for helping these operators analyze their customer data, txteagle has gained access to about 2.1 billion mobile subscribers. Partnering with txteagle is a winning proposition for mobile operators, since the airtime compensation mobile subscribers receive from txteagle improves operators' Average Revenue per User (ARPU), a statistic that had been plummeting as more and more poor people became mobile phone users. By enabling people to carry out work via web browsers or SMS and compensating them via mobile money or airtime, txteagle has become a market leader at efficiently gathering data in the developing world.

Since txteagle was first created, the company has attempted to move from an outsourcing/back-office model to an emphasis on work that leverages a person's unique local knowledge and information. Typically outsourced tasks such as forms processing, audio transcription, inventory management, data cleaning, tagging, and internet search, tend to be less rewarding to the worker. By focusing on local data instead, txteagle enables unprecedented insight into emerging markets, all while optimizing engagement with local customers. Typical tasks include: maps and directions, local market prices and businesses, survey research and polling, and other forms of local knowledge gathering.

One of txteagle's central initiatives, GroundTruth, leverages this local knowledge-based model to carry out better market research. Today, global brands are already spending about $125 billion annually in emerging markets to engage the "next billion," but they typically carry out this research in a sub-optimal way. Through the txteagle platform, Eagle suggests, brands and organizations can use advertising money to design better products and services, conduct market research, and carry out brand engagement. Recent success cases include the use of txteagle to help a program of the United Nations to reach survey respondents directly and to enable the World Bank to obtain better local market price data at lower cost. 

Although txteagle's rapid growth and early successes have been encouraging, the company has ambitious goals for the next two years. The company began by focusing on outside sales through its GroundTruth market research program. Next year, the company  hopes to generate syndicated data and ultimately to create a self-source platform enabling anyone to conduct their own population-level surveys.  By continuing to focus on improving the quality of both their data and workers over time, txteagle aims to have an even greater positive impact on the incomes of the hundreds of millions of mobile phone users at the base of the pyramid.

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