Taipei Mayor Ma Ying-jeou will give his only public address in Silicon Valley at Stanford University. Following a welcome by Stanford Provost John Etchemendy, Dr. Ma will speak on Taipei's Changing Role in the Global IT Industry. Mayor Ma's speech is hosted by the Stanford Project on Regions of Innovation and Entrepreneurship (SPRIE), dedicated to international and interdisciplinary research on the world's high technology regions.

About Ma Ying-jeou

Born in Hong Kong in 1950, Ma Ying-jeou was raised in Taipei, Taiwan and received law degrees National Taiwan University, NYU, and Harvard. Dr. Ma began his career by working in Boston and on Wall Street, and returned to Taiwan in 1981 to serve in the Presidential Office. He has had a distinguished career of government service, including being appointed Deputy Secretary-General for international affairs of the Kuomintang (Nationalist Party) at age 33, the youngest ever in that party. In December 1998, he won Taipei's mayoral election, unseating the popular incumbent mayor Chen Shui-bian. In 2002, he was re-elected in a landslide, winning 64.1 percent of the votes cast. During this visit to Silicon Valley, Mayor Ma will focus on Taipei's role in global high technology industries, and will meet with university and high technology company leaders.

Professor Ferrary will present the results of a comparative study between Silicon Valley and Sophia Antipolis (France). He and co-authors Michel Bernasconi (Ceram) and Ludovic DiBiaggio (Ceram) examine to what extent the endogenous growth of a high-tech cluster depends on two factors:

1. The complete set of communities of practices (Wenger, 1998) providing the complementary competences needed to create and develop start-ups (e.g. scientific researchers, managers, engineers, VC, lawyers, consultants, etc.)
2. The quality of interactions between these communities of practices, defined as a group of people linked by strong ties (Granovetter, 1973) to produce expertises through frequent interactions. The coordination and circulation of information depend on the quality of weak ties between these communities.

Is a high-tech cluster handicapped if a community of practices is missing? And/or if the quality of inter-communities interactions is poor? Professor Ferrary will share the results of testing these hypotheses in Silicon Valley and Sophia Antipolis.

About the Speaker

Michel Ferrary is Professor of Management at Ceram Graduate School of Business in Sophia-Antipolis (French Riviera). Previously, he was a visiting scholar for two years at Stanford's Department of Sociology, where he analyzed social networks in Silicon Valley and the new practices of corporate venturing used by large high-tech companies. Professor Ferrary has published journal articles on a wide array of topics, including labor markets, competencies management, banking strategy, the use of social networks in banking activities, corporate venturing, and social networks in Silicon Valley. He received his PhD in business administration from HEC Business School (France).

Seeking to tap the huge potential of Greater China, many in Asia seek to replicate the Silicon Valley model. Yet, as much art as it is science, successful VC investing has proven to be uneven in Asia. Why? With respect to innovation, why is it that Asians have good reputations for replicating but not creating cutting edge technology? Is there a disconnect when this is compared to the experiences of U.S. high-tech icons, such as Intel and Apple, filled with Asian-born -- and in many cases educated -- scientists and businessmen? How does the Silicon Valley experience track with Singapore's determined efforts to promote creativity? What lessons, if any, are applicable to Greater China? With respect to entrepreneurship in Greater China, it is clear that Hong Kong, Taiwan and the Mainland are full of hard-driving individuals seeking to build wealth and prosperity. However, in some ways, is there perhaps an overabundance of entrepreneurship? Are there too many in this part of the world who want to be in charge and too few to follow and implement? How can a more productive form of entrepreneurship be fostered?

About the speaker
Dr. Ta-lin Hsu is chairman and founder of H&Q Asia Pacific (H&QAP), a premier private equity firm investing in Asia and the U.S. since 1985. Through ten offices in the region, H&QAP invests in a variety of high-growth sectors, including technology, biotech, financial services, media and branded consumer products. H&QAP manages sixteen funds with approximately $1.6 billion in assets invested in over 250 portfolio companies. Three of these funds comprise $1.1 billion in assets and invest on a diversified basis across the Asia Pacific region while the remaining thirteen funds are country funds.

Dr. Hsu holds numerous advisory positions with governmental and industry organizations. He was a founding member of the prestigious Technology Review Board of Taiwan, a group established to advise the Executive Yuan on all technology matters. Dr. Hsu was also a founder of the Monte Jade Science & Technology organization, the premier nonprofit organization promoting technology exchange between Taiwan and the U.S. He was also a founder and first president of the Bay Area Chapter of the Chinese Institute of Engineers, the largest Chinese-American engineering society in the U.S.

Dr. Hsu received his Ph.D. degree in electrical engineering from the University of California, Berkeley following a M.S. in electrophysics from the Polytechnic Institute of Brooklyn and a B.S. in physics from National Taiwan University. He was a staff scientist at Allied Chemical for two years before joining IBM Research Laboratories in 1973. Dr. Hsu worked at IBM for twelve years, reaching the position of senior manager in the research division -- with corporate responsibility for advanced research and development of mass storage systems and technology -- before joining Hambrecht & Quist as a general partner in 1985.

Dr. Hsu is an Advisory Board Member of the the University of California, Berkeley, Haas School of Business, a member of the Council on Foreign Relations, and a member of the Board of Trustees of the Asia Foundation.

This seminar is part 5 of SPRIE's 5-part series on "Greater China: Entrepreneurial Leaders."

With China's fast growth pace, the build-up of its communication network is one important factor to ensure continuous growth. However, with the gloomy economy in the rest of the world, China's service providers are adjusting their investment strategy. Understanding the dynamics in the Greater China region will help capture market opportunity.

Mr. Gwong-Yih Lee is a distinguished entrepreneur, leader, and visionary in the emerging telecom market. Currently, he serves as a senior director of Global Solutions at Cisco Systems. Prior to Cisco, Mr. Lee was founder and chairman/CEO of TransMedia Communications, Inc. Acquired by Cisco in 1999 at the value of approximately $500 million, TransMedia builds products that capitalize on the opportunities created by the convergence of data, voice, and video. In 1999, TransMedia was selected as "Best of Breed" startup by the industry's top venture capitalists.

In May 1987, Mr. Lee founded Digicom Systems, Inc., a company devoted to high-speed modern communications applications in both software algorithms and hardware. Digicom has developed, manufactured, marketed, and supported a full continuing line of high speed communications products and was acquired by Creative Technology, Ltd. In 1994, prior to Mr. Lee's founding Digicom Systems, he held positions as a senior engineering manager with Silicon Valley firms including Anderson Jacobson, Racal-Datacom, and Cermetek Microelectronics.

Mr. Lee received a bachelor's degree from National Chiao-Tung University in Taiwan and a master's degree in electrical engineering from New York State University.

Japanese themselves describe the habitat for entrepreneurship in Japan as a "wasteland", a "desert." It has been decades since the world has seen the growth of Japanese corporate giants from start-up seeds. Where are the Microsofts, Oracles, SUNs, Ciscos, E-Bays? The Japanese entrepreneurial "habitat" is dysfunctional in many ways--cultural, social, personal, educational, governmental. Fixing the "habitat" is not easy because it is so multidimensional and requires coordinated industrial and governmental policies and much cultural change. What is needed now is one (or a few) experiments in "habitat" design to demonstrate that successful "habitats" can be established in Japan. In a recent book (published in Japanese), Brunner and I proposed that Special Entrepreneurial Zones (SEZs) be established. We gave some rather specific recommendations for "habitat" design (i.e. the rules of the SEZ). The timing of our SEZ proposal is fortunate because the Japanese government and Diet are now earnestly considering the establishment of special economic zones, so there is some hope for an SEZ that will (experimentally, at least) make the "desert" bloom.

In the past few years, the semiconductor industry has been transformed to be application-driven and consumer electronics-oriented. During this change, several things have happened with the following features; 1.) Market is shifting to Asia Pacific regions, 2.) Consolidation and partnership are becoming necessary, and 3.) Cost reduction and risk sharing are of prime importance. The semiconductor market occupancy in China roots not only on its vast domestic consumption, but also on its development in hardware manufacturing of products of electronics with advancements in cost reduction and quality improvements. This will constantly stimulate the primary semiconductor chips to meet their demands. This presentation elaborates the evolution of the ongoing semiconductor industry and specifically, its opportunity in China.

This seminar is part 2 of SPRIE's 5-part series on "Greater China: Entrepreneurial Leaders."

From a venture capital investor's perspective, what are the key opportunities and challenges of doing business in China in the current environment? Why? How is China's emerging private equity investment industry? What are the major differences between "home-grown" Chinese private equity firms and foreign capital firms? Bobby Chao will address these questions, based on personal experience gained over the past twenty years.

Bobby Chao began his career as one of the five original founders of Cadence Design Systems. A year after Cadence's successful IPO, Bobby founded Ocron, a leader in Optical Character Recognition (OCR) technology and document management software. Bobby was chairman and CEO of Ocron until Umax Technologies, Inc. acquired it. He then became part of the Umax team serving as senior vice president of marketing in charge of corporate marketing and investment. Bobby was previously general partner for Technology Associates Management Company and has served as chairman and CEO of VA Linux Systems.

Mr. Chao currently serves as chairman of Dragon Venture Inc., a cross-pacific venture capital, consulting, and M&A company, bridging the U.S. and Greater China markets. Portfolio companies focus on telecommunications, Internet infrastructure, Linux, fables IC designs, and EDA. Mr. Chao is currently on the board of several companies and professional organizations.

Mr. Chao holds a B.S. in physics from Taiwan, an M.S. in physics from Georgia State University, and an M.S. in aeronautical engineering from Stanford University.

This seminar is part 1 of SPRIE's 5-part series on "Greater China: Entrepreneurial Leaders."

For a long time, researchers have asked whether the success of Silicon Valley can be replicated elsewhere. There have been various levels of attempts and various levels of success outside the United States.

Depending on how success is measured, one can draw different conclusions. How do we evaluate Hsinchu Science Park? Have they created innovative products? Have they produced entrepreneurs? How do they stack up to Silicon Valley? What is their competitive edge? As China joins the WTO, what should its strategy be?

On a long-term basis, what are the factors that will drive and deliver sustainable competitive advantages? With changes in global economic conditions, how does one re-evaluate the Silicon Valley model? As China joins the WTO, what should its strategy be? And as China becomes the manufacturer of the world, what is its impact on Taiwan and Silicon Valley?

This talk offers an analysis of experiences in Silicon Valley and Asia in the past twenty years. It also offers some reflections on the model and strategy for Greater China.

Since November 1998, Sha has been a managing partner at Spring Creek Venture, which specializes in early-stage venture investment and business consultation with Internet and infrastructure companies. Sha is currently serving on the board of directors of several start-up companies, including Appstream, Acela, Aduva, E21, LiveABC, Optoplex, Mediostream, and Tom.com.

Sha has extensive experience as a leader of high technology companies. He served as CEO for Sina.com and senior vice president of Commerce Solutions at Netscape Communications. While at Netscape, he served concurrently as president and CEO of Actra Business Systems, a joint venture formed by Netscape and GE Information Services. A company Sha built from scratch, Actra was the first company to focus on business-to-business e-commerce and e-procurement application systems. Prior to Actra, Mr. Sha served as vice president and general manager of business-to-consumer integrated application business at Netscape Communications and vice president of the UNIX Product Division at Oracle Corporation.

In his community service, Sha served as chairman of the Monte Jade West Coast association from 2000-2001. Sha currently is serving as chairman of the Monte Jade Global Association, the premier technology entrepreneur association with twelve chapters in the United States, Canada, Singapore, and Taiwan.

Mr. Sha holds an MS in EECS from the University of California at Berkeley, an MBA from Santa Clara University, and a BS in EE from Taiwan University.