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Release the power of cultural diversity in international business

by Finn Drouet Majlergaard How come that companies, who have been doing business internationally for decades suddenly fail? And how come that companies who wouldn’t have had a chance 25 years ago suddenly become a global success? This paper deals with the links between cultural awareness, corporate strategy and performance. It is based on my 15 years of experience in international business management, academic research in this field and experiences from our company Gugin, who helps corporations in Europe, US and Asia improving their international businesses. But lets look at why it has become so important to take different cultures into consideration. Globalisation Cultural awareness has become important due to increased globalisation. The global political structures have changed. We do have a United Nations that almost all countries respect and honour and the post war division of the world has changed after the collapse of the Soviet Union. New countries have been born and we have a more diverged political picture. We create political/economical relations in new ways e.g. the ASEM (Asia-Europe Meeting) process, which is a direct result of these changes. By 1992 East Asia accounted for 24 percent of global production. By comparison, the EU accounted for 35 percent and North America for 28% of global production. According to World Bank figures from 1991 – 1993 growth of real Gross Domestic Product (GDP) in East Asia averaged 8.7 percent. On the basis of growth rates recorded during 1978 – 1991, many economists including those from the World Bank projected that East Asia’s GDP would overtake that of North America and EU in 2010. Economically we are emerging as well. Europe is turning towards larger entities with common currency, one Central Bank and merges and close collaborations between stock exchanges. ASEAN is another good example however different. But since its foundation in 1967 a lot has changed. Evolving relations between the EEC/EU and ASEAN have lead to a lot of initiatives, such as joint ventures in the exploration of AEAN resources, the possibility of EEC participation in ASEAN manufacturing activities and the mobilisation of capital for financing ASEAN projects. Technologically the Internet has made it possible for companies to market themselves virtually everywhere and enabled the companies to establish inexpensive global infrastructures. And when you need to go abroad it is less expensive than ever before, so we travel much more than 20 years ago. So from both a political, economical and technological point of view we are encouraged to discover cultures we have only little knowledge about. For the adventurer it is good news but for international corporations it might as well be bad news. We have been working with two types of companies: Those who want to expand their international business in either Asia or Europe and those who have tried and faced a lot of challenges they didn’t predict or could even imagine. We like the first group very much, because we can help them become successful before they make any serious mistakes, however it is more interesting to look closer at the last group – those who tried and didn’t have their expectations met. You can download the full article as a *.pdf: click here Finn Drouet Majlergaard (41) is the founder and managing partner of Gugin International Business Development operating globally with offices in France and Denmark. He holds an MBA from Henley Management College and is currently studying DBA at International School of Management. He has worked internationally through his entire professional life with companies like IBM, CSC, Arthur Andersen Business Consulting. He is a regular guest professor at Bangkok University and Copenhagen Business School but he spend most of his time helping companies around the world to succeed internationally. He has an unorthodox way of thinking and he likes to provoke in order to get his messages through. Finn will be speak at the Summit for the Future on Risk in the “Cross Cultural Competence” session.

The Top 10 Elements of Good Software Design

by www.hacknot.info25 Software ArchitectureYou know you’ve achieved perfection in design, not when you have nothing more to add, but when you have nothing more to take awayAntoine de Saint-ExuperyMuch is spoken of “good design” in the software world. It is what we all aim for when we start a project, and what we hope we still have when we walk away from the project. But how do we assess the “goodness” of a given design? Can we agree on what constitutes a good design, and if we can neither assess nor agree on the desirable qualities of a design, what hope have we of producing such a design? It seems that many software developers feel that they can recognize a good design when they see or produce one, but have difficulty articulating the characteristics that design will have when completed. I asked three former colleagues – Tedious Soporific, Sparky and WillaWonga – for their “Top 10 Elements of Good Software Design”. I combined these with my own ideas, then filtered and sorted them based upon personal preference and the prevailing wind direction, to produce the list you see below. A big thanks to the guys for taking the time to write up their ideas. Below, for your edification and discussion, is our collective notion of theTop 10 Elements of Good Software Design, from least to most significant. That is, we believe that a good software design … 10. Considers the Sophistication of the Team that Will Implement It Does it seem odd to consider the builder when deciding how to build? We would not challenge the notion that a developers’ skill and experience has a profound effect on their work products, so why would we fail to consider their experience with the particular technologies and concepts our design exploits? Given fixed implementation resources, a good design doesn’t place unfamiliar or unproven technologies in critical roles, where they become a likely point of failure. Further, team size and their collocation (or otherwise) are considered. It would not be unusual for such a design’s structure to reflect the high level structure of the team or organization that will implement it. 9. Uniformly Distributes Responsibility and Intelligence Classes containing too much intelligence become both a point of contention for version control purposes, and a bottleneck for maintenance and development efforts. They also suggest that a class is capturing more than a single data abstraction. 8. Is Expressed in a Precise Design Language The language of a design consists of the names of the entities within it, together with the names of the operations those entities perform. It is easier to understand a design expressed in precise and specific terms, as they provide a more accurate indication of the purpose of the entities and the way they cooperate to achieve the desired functionality. Look for the following features:The objective of the designed thing can be described in one or two sentences completelyThe interface requirements of the entities are stated preciselyThe contracts between an entity and its callers are stated precisely and contract adherence is enfored programmatically (Design by Contract)Entities are named with accurate and concrete terms, and specified fully enough to form a suitable basis for implementation7. Selects Appropriate Implementation Mechanisms Certain mechanisms are problematic and more likely to produce difficulties at implementation time. A good design minimizes the use of such mechanisms. Examples are:Reflection and introspectionDynamic code generationSelf-modifying codeExtensive multi-threadingSometimes the use of such mechanisms is unavoidable, but at other times a design choice can be made to sacrifice more complex, generic mechanisms for those easier to manage cognitively. 6. Is Robustly Documented As long as a design lies hidden in the complexities of the code, so to does our ability arrive at an understanding of the code’s structure as a whole. As the abstract structure becomes apparent to us, either through rigorous examination of the code or study of an accompanying design document, we gradually develop a course understanding of the code’s topography. A good design document is used before or during implementation as a justification and guide, and after construction as a way for those new to the code base to get an overview of it more quickly than they can through reverse engineering. Captured in abstract form, we can discuss the pros and cons of different approaches and explore design alternatives more quickly than we can if we were instead manipulating a code-level representation of the design. But as soon as the abstract and detailed records of a design part company, discrepancy between the two becomes all but inevitable. Therefore it is essential to document designs at a level of detail that is sufficiently abstract to make the document robust to changes in the code and not unnecessarily burdensome to keep up to date. A good design document should place an emphasis upon temporal and state relationships (dynamic behaviour) rather than static structure, which can be more readily obtained from automated analysis of the source code. Such a document will also explain the rationale behind the principal design decisions. 5. Eliminates Duplication Duplication is anathema to good design. We expect different instances of the same problem to have the same solution. To do otherwise introduces the unnecessary burden of understanding two different solutions where we need only understand one. There are also attendant integrity problems with maintaining consistency between the two differing solutions. Each design problem should be solved just once, and that same solution applied in a customized way to different instances of the target problem. 4. Is Internally Consistent and Unsurprising We often use the term “intuitive” when describing a good user interface. The same quality applies to a good design. Something is “intuitive” if the way you expect (intuit) it to be is in accord with how it actually is. In a design context, this means using well-known and idiomatic solutions to common problems, resisting the urge to employ novelty for it’s own sake. The philosophy is one of “same but different” – someone looking at your design will find familiar patterns and techniques, with a small amount of custom adaptation to the specific problem at hand. Additionally, we expect similar problems to be solved in similar ways in different parts of the system. A consistency of approach is achieved by employing common patterns, concepts, standards, libraries and tools. 3. Exhibits Maximum Cohesion and Minimum Coupling Our key mechanism for coping with complexity is abstraction – the reduction of detail in order to reduce the number of entities, and the number of associations between those entities, which must be simultaneously considered. In OO terms this means producing a design that decomposes a solution space into a half dozen or so discrete entities. Each entity should be readily comprehensible in isolation from the other design elements, to which end it should have a well defined and concisely stateable purpose. Each entity, be it a sub-system or class, can then be treated separately for purposes of development, testing and replacement. Localization of data and separation of concerns are principles which lead to a well decomposed design. 2. Is as Simple as Current and Foreseeable Constraints will Allow It is difficult to overstate the value of simplicity as a guiding design philosophy. Every undertaking regarding a design – be it implementation, modification or rationalization – begins with someone developing an understanding of that design. Both a detailed understanding of a particular focus area, and a broader understanding of the focus area’s role in the overall system design, are necessary before these tasks can commence. It is necessary to distinguish between accidental and essential complexity [Brooks]. The essential complexity of a solution is that which is an unavoidable ramification of the complexity of the problem being solved. The accidental complexity of a solution is the additional complexity (beyond the essential complexity) that a solution exhibits by virtue of a particular design’s approach to solving the problem. A good design minimizes accidental complexity, while handling essential complexity gracefully. Accidental complexity is often the result of the intellectual conceit of the designer, looking to show off their design “chops”. Sometimes a “simple” approach is misinterpreted as being “simple-minded”. On the other hand, we might make a design too simple to perform efficiently. This seems to be a rather rare occurrence in the field. As the scope of software development broadens at the enterprise level and attracts greater essential complexity, the reduction of accidental complexity becomes ever more important. 1. Provides the Necessary Functionality The ultimate measure of a design’s worth is whether its realization will be a product that satisfies the customer’s requirements. Software development occurring in a business context must provide business value that justifies the cost of its construction. Also of significant importance is the design’s ability to accommodate the inevitable modifications and extensions that follow on from changes in the business environment in which it operates. But it is necessary to exercise great caution when predicting future requirements. An excessive focus upon anticipatory design can easily result in wasted effort resulting from faulty predictions, and encumber a design with unnecessary complexity resulting from generic provisions which are never exploited. Terms like “product line” and “framework” may be warning signs that the design is making high-risk assumptions about the future requirements it will be subject to. It is easy to overlook the non-functional requirements (eg. performance and deployment) incumbent upon the design. Taking different “views” of the design, in the manner of the “4+1” architectural views in RUP, can help provide confidence that there are no gaping holes (functional or otherwise) and that the design is complete.

Asian Leadership in Trade and Associated Risks

by Evalueserve World Trade: Emergence of Asia Asia’s journey from the 1997-98 financial crisis to being one of the world’s most dynamic regions in terms of trade, development and investment activity, can best be termed as a ‘Renaissance’. The world’s centre of economic gravity is shifting towards Asia, as it currently accounts for 27 percent of international trade. This growth is mainly driven by the exemplary performance of the emerging Asian countries, including China, India, Hong Kong, Thailand, Malaysia, Singapore and Vietnam. The share of these emerging Asian countries in world trade increased from 13 percent in 1990 to 20 percent in 2004. The Asian region is gaining significance in merchandise as well as commercial services trade. Asia’s share in world merchandise exports and imports stands at 26.8 percent and 24 percent, respectively. The value of Asia’s merchandise exports and imports shot up by 25 percent and 27 percent, respectively, in 2004. The growth in exports from the region can be attributed to strong demand from the US, and intra-Asian trade, stoked by a recovery in electronics trade. Exports of commercial services increased at a fast rate of 27 percent in 2004, while imports were up 25 percent during the same period. Asian countries, such as India, China and the Philippines, are the most preferred destination today for outsourcing of business services, such as transaction processing, customer care centers, medical transcription, IT services and application development, high-end analytical services, R&D services, etc. Other commercial services, such as transportation services were strong in 2004, while travel receipts recovered by 31 percent during the year from exceptionally low levels in 2003 (due to the spread of SARS). Intra-regional trade as a share of total trade went up sharply to 41 percent in 2004, primarily due to intra-industry trade as a result of greater vertical specialisation and relocation of production processes. This is evident in the electronics sector, where capital intensive processes (like production of microchips) are carried out in high-income economies like Singapore and Korea, and labour intensive processes (like assembly of personal computers) are located in low income countries, such as China. Asia has integrated into a global production chain with some cities like Hong Kong and Singapore becoming the hub of manufacturing and trade. The dynamics of growth and development in Asia is a perfect illustration of how countries have used trade as a means of achieving greater degree of integration with the international economy. Region-specific factors have provided the stimulus for this growth. Download the full report as a *.pdf: click here

The Web 2.0 Community

by Maarten Visser The Vision All information in the world like facts, knowledge, concepts, ideas and stories should be available to everybody. Only the information that can bring harm to others, like certain government (medial records) and organisational information should be locked away. All other information should be shared so that it can be used to push innovation. When all information is stored in a structured way based on international standards, it can then be automatically organised in unlimited ways, again using open standards. When this is done correctly, we can realize an open platform, on which applications and tools can be built to support all possible ways we want to view and respond to this information. There should be all kinds of (visual) interfaces, and these interfaces should automatically adapt based on current knowledge (a different interface for children), disabilities (a different interface for blind people), type of work, culture, environment, device, or current goals. If all information becomes available to everybody, we will need new systems for patents, payment in research projects and international laws on copyright. These systems could also result in new ways to look at how local or worldwide decisions are made. The realisation In the last decade we have learned that a successful internet applications need to be open, have usable results, and most importantly, it needs has to have an easy to use GUI (Graphical User Interface). We need Graphical User interfaces to do the following: Structure ideas, discussions, goals, projects, stories, questions and answers in a logically and easily comprehensible manner; Get control over incoming information streams (news, ideas and thoughts from other people and organisations) that are related to your daily activities. This could be done by building multiple connections and intuitive tools that realise personal and organisational information filters; Have easy to use and powerful ways to contribute and interact in other information streams. Adding text, voice or video should be just as easy as responding to a person in a real world situation. Benefits of the new architecture A worldwide open and standardised community will have the following benefits: No login (just one profile for everything you do) No boundaries to access information No boundaries to realize seamless collaboration No expensive parallel development projects Unlimited ways to structure information Unlimited automatically connected sources Unlimited Interfaces to consume and respond to information Unlimited collaboration on research, projects and knowledge. For the full document: click here

The 2020 Global Landscape

by National Intelligence Council Executive Summary Relative Certainties Key Uncertainties Globalization largely irreversible, likely to become less Westernized. Whether globalization will pull in lagging economies; degree to which Asian countries set new “rules of the game.” World economy substantially larger. Extent of gaps between “haves” and “have-nots”; backsliding by fragile democracies; managing or containing financial crises. Increasing number of global firms facilitate spread of new technologies. Extent to which connectivity challenges governments. Rise of Asia and advent of possible new economic middle-weights. Whether rise of China/India occurs smoothly. Aging populations in established powers. Ability of EU and Japan to adapt work forces, welfare systems, and integrate migrant populations; whether EU becomes a superpower. Energy supplies “in the ground” sufficient to meet global demand. Political instability in producer countries; supply disruptions. Growing power of nonstate actors. Willingness and ability of states and international institutions to accommodate these actors. Political Islam remains a potent force. Impact of religiosity on unity of states and potential for conflict; growth of jihadist ideology. Improved WMD capabilities of some states More or fewer nuclear powers; ability of terrorists to acquire biological, chemical, radiological, or nuclear weapons. Arc of instability spanning Middle East, Asia, Africa. Precipitating events leading to overthrow of regimes. Great power conflict escalating into total war unlikely. Ability to manage flashpoints and competition for resources. Environmental and ethical issues even more to the fore. Extent to which new technologies create or resolve ethical dilemmas. US will remain single most powerful actor economically, technologically, militarily. Whether other countries will more openly challenge Washington; whether US loses S&T edge. At no time since the formation of the Western alliance system in 1949 have the shape and nature of international alignments been in such a state of flux. The end of the Cold War shifted the tectonic plates, but the repercussions from these momentous events are still unfolding. Emerging powers in Asia, retrenchment in Eurasia, a roiling Middle East, and transatlantic divisions are among the issues that have only come to a head in recent years. The very magnitude and speed of change resulting from a globalizing world – apart from its precise character – will be a defining feature of the world out to 2020. Other significant characteristics include: the rise of new powers, new challenges to governance, and a more pervasive sense of insecurity, including terrorism. As we map the future, the prospects for increasing global prosperity and the limited likelihood of great power conflict provide an overall favorable environment for coping with what are otherwise daunting challenges. The role of the United States will be an important variable in how the world is shaped, influencing the path that states and nonstate actors choose to follow. New Global PlayersThe likely emergence of China and India, as well as others, as new major global players – similar to the advent of a united Germany in the 19th century and a powerful United States in the early 20th century – will transform the geopolitical landscape, with impacts potentially as dramatic as those in the previous two centuries. In the same way that commentators refer to the 1900s as the “American Century,” the 21st century may be seen as the time when Asia, led by China and India, comes into its own. A combination of sustained high economic growth, expanding military capabilities, and large populations will be at the root of the expected rapid rise in economic and political power for both countries. Most forecasts indicate that by 2020 China’s gross national product (GNP) will exceed that of individual Western economic powers except for the United States. India’s GNP will have overtaken or be on the threshold of overtaking European economies. Because of the sheer size of China’s and India’s populations – projected by the US Census Bureau to be 1.4 billion and almost 1.3 billion respectively by 2020 – their standard of living need not approach Western levels for these countries to become important economic powers. Barring an abrupt reversal of the process of globalization or any major upheavals in these countries, the rise of these new powers is a virtual certainty. Yet how China and India exercise their growing power and whether they relate cooperatively or competitively to other powers in the international system are key uncertainties. The economies of other developing countries, such as Brazil, could surpass all but the largest European countries by 2020; Indonesia’s economy could also approach the economies of individual European countries by 2020. By most measures – market size, single currency, highly skilled work force, stable democratic governments, and unified trade bloc – an enlarged Europe will be able to increase its weight on the international scene. Europe’s strength could be in providing a model of global and regional governance to the rising powers. But aging populations and shrinking work forces in most countries will have an important impact on the continent. Either European countries adapt their work forces, reform their social welfare, education, and tax systems, and accommodate growing immigrant populations (chiefly from Muslim countries), or they face a period of protracted economic stasis. Japan faces a similar aging crisis that could crimp its longer run economic recovery, but it also will be challenged to evaluate its regional status and role. Tokyo may have to choose between “balancing” against or “bandwagoning” with China. Meanwhile, the crisis over North Korea is likely to come to a head sometime over the next 15 years. Asians’ lingering resentments and concerns over Korean unification and cross-Taiwan Strait tensions point to a complicated process for achieving regional equilibrium. Russia has the potential to enhance its international role with others due to its position as a major oil and gas exporter. However, Russia faces a severe demographic crisis resulting from low birth rates, poor medical care, and a potentially explosive AIDS situation. To the south, it borders an unstable region in the Caucasus and Central Asia, the effects of which – Muslim extremism, terrorism, and endemic conflict – are likely to continue spilling over into Russia. While these social and political factors limit the extent to which Russia can be a major global player, Moscow is likely to be an important partner both for the established powers, the United States and Europe, and for the rising powers of China and India. With these and other new global actors, how we mentally map the world in 2020 will change radically. The “arriviste” powers – China, India, and perhaps others such as Brazil and Indonesia – have the potential to render obsolete the old categories of East and West, North and South, aligned and nonaligned, developed and developing. Traditional geographic groupings will increasingly lose salience in international relations. A state-bound world and a world of mega-cities, linked by flows of telecommunications, trade and finance, will co-exist. Competition for allegiances will be more open, less fixed than in the past. Impact of Globalization We see globalization – growing interconnectedness reflected in the expanded flows of information, technology, capital, goods, services, and people throughout the world – as an overarching “mega-trend,” a force so ubiquitous that it will substantially shape all the other major trends in the world of 2020. But the future of globalization is not fixed; states and nonstate actors – including both private companies and NGOs – will struggle to shape its contours. Some aspects of globalization – such as the growing global interconnectedness stemming from the information technology (IT) revolution – almost certainly will be irreversible. Yet it is also possible, although unlikely, that the process of globalization could be slowed or even stopped, just as the era of globalization in the late 19th and early 20th centuries was reversed by catastrophic war and global depression. Barring such a turn of events, the world economy is likely to continue growing impressively: by 2020, it is projected to be about 80 percent larger than it was in 2000, and average per capita income will be roughly 50 percent higher. Of course, there will be cyclical ups and downs and periodic financial or other crises, but this basic growth trajectory has powerful momentum behind it. Most countries around the world, both developed and developing, will benefit from gains in the world economy. By having the fastest-growing consumer markets, more firms becoming world-class multinationals, and greater S&T stature, Asia looks set to displace Western countries as the focus for international economic dynamism – provided Asia’s rapid economic growth continues.Yet the benefits of globalization won’t be global. Rising powers will see exploiting the opportunities afforded by the emerging global marketplace as the best way to assert their great power status on the world stage. In contrast, some now in the “First World” may see the closing gap with China, India, and others as evidence of a relative decline, even though the older powers are likely to remain global leaders out to 2020. The United States, too, will see its relative power position eroded, though it will remain in 2020 the most important single country across all the dimensions of power. Those left behind in the developing world may resent China and India’s rise, especially if they feel squeezed by their growing dominance in key sectors of the global marketplace. And large pockets of poverty will persist even in “winner” countries.The greatest benefits of globalization will accrue to countries and groups that can access and adopt new technologies. Indeed, a nation’s level of technological achievement generally will be defined in terms of its investment in integrating and applying the new, globally available technologies – whether the technologies are acquired through a country’s own basic research or from technology leaders. The growing two-way flow of high-tech brain power between the developing world and the West, the increasing size of the information computer-literate work force in some developing countries, and efforts by global corporations to diversify their high-tech operations will foster the spread of new technologies. High-tech breakthroughs – such as in genetically modified organisms and increased food production – could provide a safety net eliminating the threat of starvation and ameliorating basic quality of life issues for poor countries. But the gap between the “haves” and “have-nots” will widen unless the “have-not” countries pursue policies that support application of new technologies – such as good governance, universal education, and market reforms. Those countries that pursue such policies could leapfrog stages of development, skipping over phases that other high-tech leaders such as the United States and Europe had to traverse in order to advance. China and India are well positioned to become technology leaders, and even the poorest countries will be able to leverage prolific, cheap technologies to fuel – although at a slower rate – their own development. The expected next revolution in high technology involving the convergence of nano-, bio-, information and materials technology could further bolster China and India’s prospects. Both countries are investing in basic research in these fields and are well placed to be leaders in a number of key fields. Europe risks slipping behind Asia in some of these technologies. The United States is still in a position to retain its overall lead, although it must increasingly compete with Asia to retain its edge and may lose significant ground in some sectors. More firms will become global, and those operating in the global arena will be more diverse, both in size and origin, more Asian and less Western in orientation. Such corporations, encompassing the current, large multinationals, will be increasingly outside the control of any one state and will be key agents of change in dispersing technology widely, further integrating the world economy, and promoting economic progress in the developing world. Their ranks will include a growing number based in such countries as China, India, or Brazil. While North America, Japan, and Europe might collectively continue to dominate international political and financial institutions, globalization will take on an increasingly non-Western character. By 2020, globalization could be equated in the popular mind with a rising Asia, replacing its current association with Americanization. An expanding global economy will increase demand for many raw materials, such as oil. Total energy consumed probably will rise by about 50 percent in the next two decades compared to a 34 percent expansion from 1980-2000, with a greater share provided by petroleum. Most experts assess that with substantial investment in new capacity, overall energy supplies will be sufficient to meet global demands. But on the supply side, many of the areas – the Caspian Sea, Venezuela, and West Africa – that are being counted on to provide increased output involve substantial political or economic risk. Traditional suppliers in the Middle East are also increasingly unstable. Thus sharper demand-driven competition for resources, perhaps accompanied by a major disruption of oil supplies, is among the key uncertainties. China, India, and other developing countries’ growing energy needs suggest a growing preoccupation with energy, shaping their foreign policies. For Europe, an increasing preference for natural gas may reinforce regional relationships – such as with Russia or North Africa – given the interdependence of pipeline delivery. New Challenges to GovernanceThe nation-state will continue to be the dominant unit of the global order, but economic globalization and the dispersion of technologies, especially information technologies, will place enormous new strains on governments. Growing connectivity will be accompanied by the proliferation of virtual communities of interest, complicating the ability of states to govern. The Internet in particular will spur the creation of even more global movements, which may emerge as a robust force in international affairs. Part of the pressure on governance will come from new forms of identity politics centered on religious convictions. In a rapidly globalizing world experiencing population shifts, religious identities provide followers with a ready-made community that serves as a “social safety net” in times of need – particularly important to migrants. In particular, political Islam will have a significant global impact leading to 2020, rallying disparate ethnic and national groups and perhaps even creating an authority that transcends national boundaries. A combination of factors – youth bulges in many Arab states, poor economic prospects, the influence of religious education, and the Islamization of such institutions as trade unions, nongovernmental organizations, and political parties – will ensure that political Islam remains a major force Outside the Middle East, political Islam will continue to appeal to Muslim migrants who are attracted to the more prosperous West for employment opportunities but do not feel at home in what they perceive as an alien and hostile culture. Regimes that were able to manage the challenges of the 1990s could be overwhelmed by those of 2020. Contradictory forces will be at work: authoritarian regimes will face new pressures to democratize, but fragile new democracies may lack the adaptive capacity to survive and develop.The so-called “third wave” of democratization may be partially reversed by 2020 – particularly among the states of the former Soviet Union and in Southeast Asia, some of which never really embraced democracy. Yet democratization and greater pluralism could gain ground in key Middle Eastern countries which thus far have been excluded from the process by repressive regimes. With migration on the increase in several places around the world – from North Africa and the Middle East into Europe, Latin America and the Caribbean into the United States, and increasingly from Southeast Asia into the northern regions – more countries will be multi-ethnic and will face the challenge of integrating migrants into their societies while respecting their ethnic and religious identities. Chinese leaders will face a dilemma over how much to accommodate pluralistic pressures to relax political controls or risk a popular backlash if they do not. Beijing may pursue an “Asian way of democracy,” which could involve elections at the local level and a consultative mechanism on the national level, perhaps with the Communist Party retaining control over the central government.With the international system itself undergoing profound flux, some of the institutions that are charged with managing global problems may be overwhelmed by them. Regionally based institutions will be particularly challenged to meet the complex transnational threats posed by terrorism, organized crime, and WMD proliferation. Such post-World War II creations as the United Nations and the international financial institutions risk sliding into obsolescence unless they adjust to the profound changes taking place in the global system, including the rise of new powers. Pervasive InsecurityWe foresee a more pervasive sense of insecurity – which may be as much based on psychological perceptions as physical threats – by 2020. Even as most of the world gets richer, globalization will profoundly shake up the status quo – generating enormous economic, cultural, and consequently political convulsions. With the gradual integration of China, India, and other emerging countries into the global economy, hundreds of millions of working-age adults will become available for employment in what is evolving into a more integrated world labor market. This enormous work force – a growing portion of which will be well educated – will be an attractive, competitive source of low-cost labor at the same time that technological innovation is expanding the range of globally mobile occupations. The transition will not be painless and will hit the middle classes of the developed world in particular, bringing more rapid job turnover and requiring professional retooling. Outsourcing on a large scale would strengthen the anti-globalization movement. Where these pressures lead will depend on how political leaders respond, how flexible labor markets become, and whether overall economic growth is sufficiently robust to absorb a growing number of displaced workers Weak governments, lagging economies, religious extremism, and youth bulges will align to create a perfect storm for internal conflict in certain regions. The number of internal conflicts is down significantly since the late 1980s and early 1990s when the breakup of the Soviet Union and Communist regimes in Central Europe allowed suppressed ethnic and nationalistic strife to flare. Although a leveling off point has been reached where we can expect fewer such conflicts than during the last decade, the continued prevalence of troubled and institutionally weak states means that such conflicts will continue to occur. Some internal conflicts, particularly those that involve ethnic groups straddling national boundaries, risk escalating into regional conflicts. At their most extreme, internal conflicts can result in failing or failed states, with expanses of territory and populations devoid of effective governmental control. Such territories can become sanctuaries for transnational terrorists (such as al-Qa’ida in Afghanistan) or for criminals and drug cartels (such as in Colombia). The likelihood of great power conflict escalating into total war in the next 15 years is lower than at any time in the past century, unlike during previous centuries when local conflicts sparked world wars. The rigidities of alliance systems before World War I and during the interwar period, as well as the two-bloc standoff during the Cold War, virtually assured that small conflicts would be quickly generalized. The growing dependence on global financial and trade networks will help deter interstate conflict but does not eliminate the possibility. Should conflict occur that involved one or more of the great powers, the consequences would be significant. The absence of effective conflict resolution mechanisms in some regions, the rise of nationalism in some states, and the raw emotions and tensions on both sides of some issues – for example, the Taiwan Strait or India/Pakistan issues – could lead to miscalculation. Moreover, advances in modern weaponry – longer ranges, precision delivery, and more destructive conventional munitions – create circumstances encouraging the preemptive use of military force. Current nuclear weapons states will continue to improve the survivability of their deterrent forces and almost certainly will improve the reliability, accuracy, and lethality of their delivery systems as well as develop capabilities to penetrate missile defenses. The open demonstration of nuclear capabilities by any state would further discredit the current nonproliferation regime, cause a possible shift in the balance of power, and increase the risk of conflicts escalating into nuclear ones. Countries without nuclear weapons – especially in the Middle East and Northeast Asia – might decide to seek them as it becomes clear that their neighbors and regional rivals are doing so. Moreover, the assistance of proliferators will reduce the time required for additional countries to develop nuclear weapons. Transmuting International Terrorism The key factors that spawned international terrorism show no signs of abating over the next 15 years. Facilitated by global communications, the revival of Muslim identity will create a framework for the spread of radical Islamic ideology inside and outside the Middle East, including Southeast Asia, Central Asia and Western Europe, where religious identity has traditionally not been as strong. This revival has been accompanied by a deepening solidarity among Muslims caught up in national or regional separatist struggles, such as Palestine, Chechnya, Iraq, Kashmir, Mindanao, and southern Thailand, and has emerged in response to government repression, corruption, and ineffectiveness. Informal networks of charitable foundations, madrassas, hawalas , and other mechanisms will continue to proliferate and be exploited by radical elements; alienation among unemployed youths will swell the ranks of those vulnerable to terrorist recruitment.We expect that by 2020 al-Qa’ida will be superceded by similarly inspired Islamic extremist groups, and there is a substantial risk that broad Islamic movements akin to al-Qa’ida will merge with local separatist movements. Information technology, allowing for instant connectivity, communication, and learning, will enable the terrorist threat to become increasingly decentralized, evolving into an eclectic array of groups, cells, and individuals that do not need a stationary headquarters to plan and carry out operations. Training materials, targeting guidance, weapons know-how, and fund-raising will become virtual (i.e., online). Terrorist attacks will continue to primarily employ conventional weapons, incorporating new twists and constantly adapting to counterterrorist efforts. Terrorists probably will be most original not in the technologies or weapons they use but rather in their operational concepts – i.e., the scope, design, or support arrangements for attacks. Strong terrorist interest in acquiring chemical, biological, radiological and nuclear weapons increases the risk of a major terrorist attack involving WMD. Our greatest concern is that terrorists might acquire biological agents or, less likely, a nuclear device, either of which could cause mass casualties. Bioterrorism appears particularly suited to the smaller, better-informed groups. We also expect that terrorists will attempt cyber attacks to disrupt critical information networks and, even more likely, to cause physical damage to information systems. Possible Futures In this era of great flux, we see several ways in which major global changes could take shape in the next 15 years, from seriously challenging the nation-state system to establishing a more robust and inclusive globalization. In the body of this paper we develop these concepts in four fictional scenarios which were extrapolated from the key trends we discuss in this report. These scenarios are not meant as actual forecasts, but they describe possible worlds upon whose threshold we may be entering, depending on how trends interweave and play out: Davos World provides an illustration of how robust economic growth, led by China and India, over the next 15 years could reshape the globalization process – giving it a more non-Western face and transforming the political playing field as well. Pax Americana takes a look at how US predominance may survive the radical changes to the global political landscape and serve to fashion a new and inclusive global order. A New Caliphate provides an example of how a global movement fueled by radical religious identity politics could constitute a challenge to Western norms and values as the foundation of the global system. Cycle of Fear provides an example of how concerns about proliferation might increase to the point that large-scale intrusive security measures are taken to prevent outbreaks of deadly attacks, possibly introducing an Orwellian world. Of course, these scenarios illustrate just a few of the possible futures that may develop over the next 15 years, but the wide range of possibilities we can imagine suggests that this period will be characterized by increased flux, particularly in contrast to the relative stasis of the Cold War era. The scenarios are not mutually exclusive: we may see two or three of these scenarios unfold in some combination or a wide range of other scenarios. Policy Implications The role of the United States will be an important shaper of the international order in 2020. Washington may be increasingly confronted with the challenge of managing – at an acceptable cost to itself – relations with Europe, Asia, the Middle East, and others absent a single overarching threat on which to build consensus. Although the challenges ahead will be daunting, the United States will retain enormous advantages, playing a pivotal role across the broad range of issues – economic, technological, political, and military – that no other state will match by 2020. Some trends we probably can bank on include dramatically altered alliances and relationships with Europe and Asia, both of which formed the bedrock of US power in the post-World War II period. The EU, rather than NATO, will increasingly become the primary institution for Europe, and the role which Europeans shape for themselves on the world stage is most likely to be projected through it. Dealing with the US-Asia relationship may arguably be more challenging for Washington because of the greater flux resulting from the rise of two world-class economic and political giants yet to be fully integrated into the international order. Where US-Asia relations lead will result as much or more from what the Asians work out among themselves as any action by Washington. One could envisage a range of possibilities from the US enhancing its role as balancer between contending forces to Washington being seen as increasingly irrelevant. The US economy will become more vulnerable to fluctuations in the fortunes of others as global commercial networking deepens. US dependence on foreign oil supplies also makes it more vulnerable as the competition for secure access grows and the risks of supply side disruptions increase. While no single country looks within striking distance of rivaling US military power by 2020, more countries will be in a position to make the United States pay a heavy price for any military action they oppose. The possession of chemical, biological, and/or nuclear weapons by Iran and North Korea and the possible acquisition of such weapons by others by 2020 also increase the potential cost of any military action by the US against them or their allies. The success of the US-led counterterrorism campaign will hinge on the capabilities and resolve of individual countries to fight terrorism on their own soil. Counterterrorism efforts in the years ahead – against a more diverse set of terrorists who are connected more by ideology than by geography – will be a more elusive challenge than focusing on a centralized organization such as al-Qa’ida. A counterterrorism strategy that approaches the problem on multiple fronts offers the greatest chance of containing – and ultimately reducing – the terrorist threat. The development of more open political systems and representation, broader economic opportunities, and empowerment of Muslim reformers would be viewed positively by the broad Muslim communities who do not support the radical agenda of Islamic extremists. Even if the numbers of extremists dwindle, however, the terrorist threat is likely to remain. The rapid dispersion of biological and other lethal forms of technology increases the potential for an individual not affiliated with any terrorist group to be able to wreak widespread loss of life. Despite likely high-tech breakthroughs that will make it easier to track and detect terrorists at work, the attacker will have an easier job than the defender because the defender must prepare against a large array of possibilities. The United States probably will continue to be called on to help manage such conflicts as Palestine, North Korea, Taiwan, and Kashmir to ensure they do not get out of hand if a peace settlement cannot be reached. However, the scenarios and trends we analyze in the paper suggest the possibility of harnessing the power of the new players in contributing to global security and relieving the US of some of the burden. Over the next 15 years the increasing centrality of ethical issues, old and new, have the potential to divide worldwide publics and challenge US leadership. These issues include the environment and climate change, privacy, cloning and biotechnology, human rights, international law regulating conflict, and the role of multilateral institutions. The United States increasingly will have to battle world public opinion, which has dramatically shifted since the end of the Cold War. Some of the current anti-Americanism is likely to lessen as globalization takes on more of a non-Western face. At the same time, the younger generation of leaders – unlike during the post-World War II period – has no personal recollection of the United States as its “liberator” and is more likely to diverge with Washington’s thinking on a range of issues. In helping to map out the global future, the United States will have many opportunities to extend its advantages, particularly in shaping a new international order that integrates disparate regions and reconciles divergent interests. For the full document, visit: click here

The Knowledge Economy: Is the United States loosing its competitive edge?

by Task Force on the Future of American Innovation Introduction For more than half a century, the United States has led the world in scientific discovery and innovation. It has been a beacon, drawing the best scientists to its educational institutions, industries and laboratories from around the globe. However, in today’s rapidly evolving competitive world, the United States can no longer take its supremacy for granted. Nations from Europe to Eastern Asia are on a fast track to pass the United States in scientific excellence and technological innovation. The Task Force on the Future of American Innovation has developed a set of benchmarks to assess the international standing of the United States in science and technology. These benchmarks in education, the science and engineering (S&E) workforce, scientific knowledge, innovation, investment and high-tech economic output reveal troubling trends across the research and development (R&D) spectrum. The United States still leads the world in research and discovery, but our advantage is rapidly eroding, and our global competitors may soon overtake us. Research, education, the technical workforce, scientific discovery, innovation and economic growth are intertwined. To remain competitive on the global stage, we must ensure that each remains vigorous and healthy. That requires sustained investments and informed policies. Federal support of science and engineering research in universities and national laboratories has been key to America’s prosperity for more than half a century. A robust educational system to support and train the best U.S. scientists and engineers and to attract outstanding students from other nations is essential for producing a world-class workforce and enabling the R&D enterprise it underpins. But in recent years federal investments in the physical sciences, math and engineering have not kept pace with the demands of a knowledge economy, declining sharply as a percentage of the gross domestic product. This has placed future innovation and our economic competitiveness at risk. To help policymakers and others assess U.S. high-tech competitiveness and the health of the American science and engineering enterprise, we have identified key benchmarks in six essential areas – education, the workforce, knowledge creation and new ideas, R&D investments, the high-tech economy, and specific high-tech sectors. We conclude that although the United States still leads the world in research and discovery, our advantage is eroding rapidly as other countries commit significant resources to enhance their own innovative capabilities. It is essential that we act now; otherwise our global leadership will dwindle, and the talent pool required to support our high-tech economy will evaporate. As a recent report by the Council on Competitiveness recommends, to help address this situation the federal government should: Increase significantly the research budgets of agencies that support basic research in the physical sciences and engineering, and complete the commitment to double the NSF budget. These increases should strive to ensure that the federal commitment of research to all federal agencies totals one percent of U.S. GDP. This is not just a question of economic progress. Not only do our economy and quality of life depend critically on a vibrant R&D enterprise, but so too do our national and homeland security. As the Hart- Rudman Commission on National Security stated in 2001: …[T]he U.S. government has seriously underfunded basic scientific research in recent years… [T]he inadequacies of our systems of research and education pose a greater threat to U.S. national security over the next quarter century than any potential conventional war that we might imagine. American national leadership must understand these deficiencies as threats to national security. If we do not invest heavily and wisely in rebuilding these two core strengths, America will be incapable of maintaining its global position long into the 21st century. In the post-9/11 era especially, we should heed this warning. For the full document: click here The Task Force on the Future of American Innovation, a coalition of high-tech companies, business organizations, scientific societies, and higher education associations, was founded in 2004 to advocate greater federal investments for basic research in the physical sciences and engineering. The group focuses specifically on the National Science Foundation, the Department of Energy Office of Science, the Department of Defense research budget, and the National Institute of Standards and Technology labs at the Department of Commerce. Its members are: Agilent Technologies, AeA, ASTRA, American Chemical Society, American Mathematical Society, American Physical Society, Association of American Universities, Computing Research Association, Computing Technology Industry Association, Computing Systems Policy Project, Council on Competitiveness, Hewlett-Packard, Intel, Lucent, Materials Research Society, Microsoft, National Association of Manufacturers, NASULGC, The Science Coalition, Semiconductor Industry Association, Southeastern Universities Research Association, and Texas Instruments.

IP Value 2005

by PricewaterhouseCoopers Introduction to tax and IPby Andrew Casley – PricewaterhouseCoopers LLP “The schoolboy whips his taxed top – the beardless youth manages his taxed horse, with a taxed bridle, on a taxed road – and the dying Englishman, pouring his medicine, which has paid seven per cent, into a spoon that has paid fifteen per cent – flings himself back upon his chintz bed, which has paid twenty-two per cent – and expires in the arms of an apothecary who has paid a licence of a hundred pounds for the privilege of putting him to death.” Sydney Smith It is always worth distinguishing between a system of taxation and taxation itself. Taxation has been with us for a very long time and the basics haven’t changed much: the Romans taxed the movement of goods, the profits of businesses and the property and income of individuals. But in the last 100 years, systems of taxation have been growing increasingly refined and pervasive. In addition to customs and excise taxes, we now tax the provision of goods and services (value added taxes, sales and use taxes), we measure business profits rather better than the Romans did and our methods of collecting taxes on individual income are very much more sophisticated. We also tax the flow of funds (dividends, interest) and the accumulation of funds (wealth or capital taxes). One huge development in systems of taxation is the use of tax as an instrument of policy. We apply special taxes to things we want to discourage (tobacco, the use of fossil fuels) and we provide relief (allowances, credits and exemptions) for things we want to encourage (capital expenditure, pensions). A great web of bilateral tax treaties between countries governs the right to tax, the allocation of income and profits, the provision of credits and in certain circumstances allows governments the right to decide among themselves how much tax will be charged. The OECD has a Committee on Fiscal Affairs under which more or less permanent working parties steer the evolution of this web and the way in which the concepts used are to be interpreted and applied. It would be very surprising if intellectual property managed to escape this broad net. It rarely does. From tax credits for research and development (R&D), through allowances for intellectual property assets and withholding taxes or VAT on royalties to capital gains taxes on disposals, the whole cycle of intellectual property creation and use is affected by our systems of taxation. The problem, as the Romans discovered with the taxation of business profits, lies in two areas: identifying the person and measuring the value. How much was actually spent on R&D? Who spent it? Who owns the intellectual property being used? Was it sold or licensed? What is it worth? These are all areas of tension between taxpayers and taxing authorities – a tension exacerbated by the inherent difficulty of measuring something that is, by definition, intangible. The Roman solutions to the same tension in business profits, until the Emperor Constantine abolished them, were imprisonment and torture. Today we use accounting and valuation. Unkind people have been known to draw unflattering parallels. The tensions today are, if anything, worse because the creation and use of intellectual property within a multinational group are generally poorly measured and difficult to track. This is the subject of the next chapter, which also highlights some of the specific tensions by reference to recent tax cases reported in various parts of the world. A responsible approach to tax on intellectual property is about three things: complying with your obligations; paying what you should without overpaying; and taking the relief that is available. The following chapters provide some insight into these areas, dealing with transfer pricing, tax valuation as it affects the transfer or use of intellectual property and R&D credits. The point about systems is that they can be understood, applied and dealt with. One of the best ways to deal with tax systems is to have a system of your own to deal with them. Call this a policy. Then the people that apply the policy – the managers, the lawyers, and the business people, do not need to know the detail of how something is taxed, the rates that apply or the minutiae of why the policy works. They can get on with their jobs. For intellectual property within a multinational group the issues can be complex but the policies can be relatively straightforward. “We deal with R&D so; marketing expenditure is treated thus; and the use of intellectual property is covered in this or that way.” Consistency of treatment reduces administration and is attractive to tax authorities, it helps make things easier to explain. Properly prepared, a good policy will link into other areas such as the legal department – “patents and trademarks are registered by this or that company which licenses their use”; and will match the commercial operations of the group – “R&D budgets are agreed by these people and the costs are charged on such and such a basis.” Exceptionally, but growing more common, policies will take disclosure requirements into account to ensure that what is reported for financial and fiscal purposes draws on the same information systems. All of this requires a degree of discipline, some foresight and a willingness to tackle what has always been recognised as a difficult area. As reporting requirements become more detailed, the additional visibility and transparency that brings to the area of intellectual property make it more likely that the effort required will be repaid in terms of managing tax audits, fewer tax adjustments or less interest and penalties. As the next chapter shows, good policies are no guarantee of an easy ride but they serve to smooth the road, reduce the cost and increase the chances of winning. In short, there is an answer to the rather daunting picture painted at the beginning of this chapter. It depends on being prepared, on recognising intellectual property for what it is – an integral part of the value chain for most businesses – and building a policy around that. For the full document: click here

Offshoring Patent Drafting and Prosecution Services

by Alok Aggarwal, Hedda Pahlson-Moller, Evalueserve 1.1 Background Around 175,000 patent applications are filed with the European Patent Office (EPO) every year. Of these patent application filings, a significant number – almost 44 percent per year – are made by non-European states. This clearly indicates that a great deal of patenting activity is taking place in various organisations across the world, with the accelerated rate of R&D taking place in emerging countries such as India and China. Evalueserve estimates that as many as 223,000 patent applications will be filed in Europe in the year 2010. Within Europe, approximately 8,000 attorneys and agents are registered with the EPO, to prepare, file and prosecute patent applications. They are also engaged in other intellectual property work, e.g., preparing, filing and prosecuting trademark applications and copyrights, IP litigation and IP asset management. In order to meet the rising demand for intellectual property (IP) work, Evalueserve predicts that more than 2,000 additional attorneys and agents will be required in Europe by 2010, to avoid a sharp rise in costs incurred by applicants. Currently, many large organisations have in-house IP divisions with agents, associates, lawyers and business development professionals who handle all kinds of IP work. However, most small and medium-sized enterprises do not have separate IP divisions; and due to reasons such as cost, quality and efficiency, many large firms often outsource some – or all – of their IP work to external firms. Since both the price and demand for IP services is likely to escalate during the next few years, and as corresponding budgets (for IP creation and maintenance) are likely to grow only at the rate of inflation, more and more companies and law firms are becoming worried about jeopardising the quality of their intellectual property. Furthermore, as significant Research and Development (R&D) will be carried out in emerging countries such as India and China, many companies are beginning to explore the potential of offshoring their IP services to third parties, particularly those located in lowwage countries such as India. There are around 600 patent agents registered with the Indian Patent Office in India as well as approximately 300 IP professionals who are not. Evalueserve estimates that about one-third of these 900 professionals currently provide the following kinds of patentrelated services to European and American end clients, and predicts that this number is likely to double to 1,800-2,000 by 2010. Literature Searches and Prior Art Searches Technology and Patentability Assessment Patent Application Drafting Patent Application Prosecution Patent Claim Mapping Landscaping Patent Portfolio Management Translation of Patents Download the full article as a *.pdf: click here