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Following the successful migration of semiconductor foundries business to Taiwan, IC design houses are now flowing to Asia. As a result, the opportunities for venture capital investments in Greater China are increasing. Based on on-the-ground experience gained during the past ten years dealing with high-tech venture businesses between Silicon Valley and Asia, Jesse Chen will share his unique perspective on the changing dynamics of risks, timing, business sectors etc. for optimizing investments in the high tech industry in Greater China.

Jesse Chen is managing director of Maton Venture. Maton is a global venture with strategic investors and VC partners from the U.S., Europe, Japan, and Taiwan. Launched in October 1997, Maton now has thirty-two portfolio companies across Semiconductor, Communication, Software and other Information Technology industries. As of December 2002, three have gone public and five have been acquired. Jesse currently serves as board member for eleven companies.

Before Maton, Jesse co-founded BusLogic, Inc. in 1988 and served as CEO and president until it was acquired in 1996. BusLogic designed and marketed ASIC, Board and Software for the computer storage industry. Under Jesse's leadership, BusLogic achieved twenty-two quarters of consecutive growth and profitability, yielding BusLogic's first investor more than sixty times return of investment within six years. BusLogic is now part of IBM.

Jesse also served as chairman of the Global Monte Jade Science and Technology Association from 1998 to 2000 and served as Chairman of Monte Jade West from 1997 to 1998. Monte Jade has more than one thousand high tech corporate members throughout North America and Asia and more than fifty are public companies.

Philippines Conference Room, Encina Hall, Third Floor, Central Wing

Jesse Chen Managing Partner Maton Venture
Seminars
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The trend for globalization of high-tech industries has gained momentum during the last few years. In particular, the Asia Pacific region has become an increasingly important market for U.S. high tech companies. What investors, both the public market and VCs, look for now are companies with revenue growth and a clear path to profit. The challenge for technology companies and investors is to define the roadmap to weather through the current downturn and build strength to grow when the market returns. The companies that will succeed are the ones that are close to the market, with the ability to produce their products at a reduced cost.

China, with its mass population, is undeniably an enormous market. It not only presents a broad customer base for the high-tech industry, but also an attractive low-cost manufacturing center. There is no doubt that Greater China is a lucrative region to ride the next wave of high-tech industry growth. We all want to capture this golden opportunity. How do we address this huge consumer market? How do we fully utilize the emerging labor support to lower production costs? For venture capitalists, how do we find legitimate ways to get return on our investments?

Taiwan is now China's leading trade partner and investor. Over 25 percent of Taiwan's exports are headed to China, according to the latest official statistics. With its geographic proximity, a well-established technology and business support infrastructure, as well as a common language and similar culture background, Taiwan is well positioned as a gateway to the China. In addition, Taiwan has built a well-recognized capital market in the past three decades. This highly liquid capital market is the best support for the high-tech industry as well as VC players.

In this session, Katherine Jen, a veteran venture capitalist, will lead the audience through her strategy in the quest for the next wave of high-tech industry growth and identify the key success factors.

About the Speaker

Katherine Jen is the managing partner of AsiaTech Management, LLC, a venture capital firm investing in the Silicon Valley and Asia. Katherine's successful venture capital career began in the early eighties. During her two decades in the Ministry of Finance in Taiwan, Katherine ran a $3 billion government investment fund, instrumental in the founding of successful high-tech companies such as TSMC and Moses-Vitelic. She also served on the TSMC board of directors from 1989-1993.

Katherine was one of the pioneers in Taiwan's VC industry. She led many key initiatives in venture capital legislations, including the adoption of the first Venture Capital Act in Taiwan. She helped establish the first group of venture capital funds in Taiwan, including Hotung Ventures, H&Q Asia and Walden International Taiwan (IVCIC). In addition, she founded the venture capital firm Genesis Venture in Taiwan and successfully raised its first fund. As a leader in the Taiwan financial industry, she served on the board of International Commercial Bank of China (ICBC), the largest commercial bank in Taiwan.

Based on the belief that Silicon Valley technologies can find much broader markets if they are combined with the efficient manufacturing industry in Asia, she founded AsiaTech and raised its first fund in 1997. Today, with operations in the Silicon Valley and Taiwan, AsiaTech manages three funds with strong backing from Asian-based manufacturing companies, commercial and investment banks, and government.

Philippines Conference Room, Encina Hall, Third Floor, Central Wing

Katherine Jen Managing Partner AsiaTech Management LLC
Seminars
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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.

Philippines Conference Room

Dr. Ta-Lin Hsu Chairman and Founder Hambrecht & Quist Asia Pacific
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Protesters who marched around the world last week were wrong to assume that American inaction against Iraq will make their children safer or the Iraqi people better off. (Wouldn't it be nice if the Iraqi people could express their opinion about their country's future rather than having to listen to George W. Bush, Saddam Hussein or street protesters speak on their behalf?) The protesters were right, however, to question whether war against Iraq will produce more security at home and real freedom for the Iraqi people.

Americans should have confidence that the Department of Defense has a game plan and the capacity to destroy Hussein's regime, but we have less reason to feel the same level of confidence about the blueprint and resources earmarked to rebuild Iraq because no one talks about them.

The time for circulating such plans and amassing such resources is now, before the bombs begin to fall. A war to disarm Hussein alone is not legitimate. Only a military conflict that brings about genuine political change in Iraq will leave the Iraqi people better off and the American people more secure. Winning the war will be inconsequential if we fail to win the peace.

To demonstrate a credible commitment fto rebuild a democratic Iraqi over the long haul, the Bush administration could do the following today:

First, if we must go to war, we cannot go alone. American armed forces can destroy Hussein's regime without France or Germany, but the U.S. Agency for International Development will struggle to rebuild a new Iraqi regime without the assistance of others.

Second, President Bush must state clearly before the conflict begins that an international coalition will govern Iraq for an interim term. Again, the burden will fall mainly on American armed forces and their commanders. But the less the occupation looks like an American unilateral action, the better.

Third, the Bush administration must secure a commitment from all stakeholders in a post-war Iraqi regime about the basic contours of a new constitution for governing Iraq before war begins. Right now, these claimants on a future Iraqi regime are weak. They need the United States to come to power, which gives American officials considerable leverage now. Once Hussein's regime falls, however, they will be less beholden to the Americans. Without a clearly articulated plan in place before the fall of Hussein's regime, the process of constituting a new government could quickly become chaotic and unpredictable.

Fourth, President Bush must make absolutely clear now -- before war -- that the United States has no intention of seizing Iraqi oil fields, which belong to the Iraqi people. Bush must distance himself from statements made by unnamed government officials that the United States plans to appropriate Iraqi oil revenues as reparations.

This absurd idea -- believed by many throughout the world -- must be squelched immediately and unequivocally. Instead, the Bush administration should consider privatizing the Iraqi oil business through a mass voucher program. Give every Iraqi citizen a small stake in the ownership of these resources. At a minimum, an international consortium, not an American general, must assume stewardship of the Iraqi oil business during occupation.

On Day One after Hussein is defeated, Bush must demonstrate a real commitment to the promotion of democracy in the region. Most importantly, the rebuilding of Iraq must begin immediately. The delays we are witnessing in Afghanistan cannot be repeated.

In this cause, the American people should also help through the direct delivery of aid, student exchanges, or sister-city programs. Those who rallied in support of peace last week should remain mobilized to promote peace and development in Iraq after a military conflict, when the Iraqi people will be in greatest need.

In parallel, Bush must demonstrate a more serious commitment to rebuilding a state in Afghanistan -- hopefully as a democracy, but at least as a functioning, coherent state that can maintain order and promote development. This can happen only if the warlords are contained, an assignment that will require several times the several thousand peacekeeping troops now in the country. Western aid workers in Afghanistan -- including those working on democracy -- complain that internal security is a precondition for any aid to be effective.

In addition, Bush must formulate a policy toward Iran, which could begin by stating clearly that the United States does not intend to use force against that country. The current ambiguity about American intentions only strengthens the hard-liners within Iran and weakens the reformers. More fundamentally, the United States must develop a more sophisticated policy toward Iran, one which engages reformers within the Iranian government and assists democratic forces in society, but does not legitimate hard-line clerics who control the regime. The model is American policy toward the Soviet Union in its waning years.

And President Bush should redouble his administration's efforts to help create a democratic Palestine. A democratic Palestine is not a reward to the Sept. 11 terrorists, but their worst nightmare. Of course, this undertaking is enormous, but no larger than the task of installing democracy in Iraq after invasion.

Bush should also call his counterparts in Saudi Arabia, Pakistan and Egypt and tell them privately the truth -- regime change in their countries has already begun. If they initiate political liberalization now while they are still powerful and their enemies are still weak, they might be able to shape the transition process according to their interests as the king did in Spain and Augusto Pinochet did in Chile. If the Saudis, Pakistanis and Egyptians wait, however, their regimes are more likely to end in revolution like Iran in 1979 or Romania in 1989.

Even if President Bush undertakes all these initiatives, an invasion of Iraq is still likely to produce a net loss of political liberalization in the region in the short run. Dictatorships in the region are not going to suddenly liberalize in response to the American occupation of Iraq. In the face of angry publics, they will do the exact opposite -- just as autocrats across Europe did two centuries ago when Napoleon tried to bring democracy to the continent through the barrel of a gun.

American leaders, therefore, will face greater and more complex challenges after the war than before the war. To succeed, Bush and his successors need a long-term game plan. Above all, the president must explain to the American people that the United States will be involved in the reconstruction of a democratic Iraq and the region for decades, not months or years.

The worst-case scenario -- for both Americans and Iraqis -- is a quick war, followed by a terrorist attack on American troops stationed in Iraq, followed by a call for early American disengagement. Twenty years ago, the United States helped to destroy the Soviet-sponsored regime in Afghanistan, but then failed to help build a new regime in the vacuum. We experienced the consequences of such shortsightedness on Sept. 11, 2001. In Iraq or elsewhere in the region, we cannot make the same mistake again.

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San Francisco Chronicle
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Michael A. McFaul
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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.

Philippines Conference Room, Encina Hall, Third Floor, Central Wing

Gwong-Yih Lee Senior Director and General Manager Cisco Systems
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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.

Philippines Conference Room

Seminars
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STANFORD -- In May 1988, President Reagan traveled to Moscow for a summit with Soviet leader Mikhail S. Gorbachev. When he became president, Reagan had called the Soviet Union the "evil empire," but at the time of his historic trip its leader was a personal friend. Reagan didn't allow his friendship with Gorbachev to overshadow his human rights agenda. Speaking in Helsinki two days before entering the Soviet Union, Reagan proclaimed: "There is no true international security without respect for human rights.... The greatest creative and moral force in this new world, the greatest hope for survival and success, for peace and happiness, is human freedom."

In Moscow, Reagan echoed this theme at a luncheon at the American ambassador's residence with nearly 100 Soviet human rights activists. Reagan ordered that the ambassador's finest silverware and linens be used to symbolically underscore his respect for the activists, the same as he would accord to Gorbachev.

Reagan's dual-track diplomacy produced results. A few years later, many of his lunch guests occupied positions of authority in a democratizing Russia, a change that had national security implications. Although Russia still possessed thousands of nuclear weapons, its intention to use them against the United States greatly diminished as democratic and market institutions took hold there.

Like Gorbachev and Reagan in 1988, presidents Vladimir V. Putin and Bush have a budding friendship, one that has fostered U.S.-Russian cooperation on important strategic matters like anti-terrorism. Yet, there's a disturbing difference. Some of the same people who attended Reagan's luncheon are again fighting for basic human rights and democratic practices in Russia -- and Bush seems indifferent to their fate.

Putin's backsliding on democracy can no longer be ignored. The Russian leader has overseen a war in Chechnya marked by summary executions, rape, indiscriminate bombing of villages and the inhumane treatment of prisoners of war.

The two largest national television networks do Putin's bidding, and his government and its surrogates have now wrested control of NTV, Russia's third-largest TV network and the only station truly critical of Putin. Print journalists reporting the "wrong" news about Chechnya have been either intimidated, arrested or pushed into exile. Oleg Panfilov, head of the Center for Journalism in Extreme Situations, says, "The number of criminal cases opened against journalists in three years of Vladimir Putin's rule is more than the number during the entire 10 years of Boris Yeltsin's regime."

There is more unnerving evidence of Putin's slide toward authoritarianism. The State Security Service, whose budget is dramatically rising, increasingly harasses human rights activists, environmental leaders and religious groups. Recently, the Russian government expelled the Organization for Security and Cooperation in Europe from Chechnya, terminated its agreement with the U.S. Peace Corps and refused reentry into Russia to American Irene Stevenson, director of the AFL-CIO's Solidarity Center in Moscow. The government has even interfered in electoral politics, removing opposition candidates from the ballot and preventing incumbents from seeking reelection in various regions of the country.

Putin didn't personally orchestrate all these democratic rollbacks, but he also has done nothing to reverse them. The battle over democracy within Russia will largely be won or lost internally. Fortunately, in poll after poll, Russians continue to value democratic ideals and practices. But the Bush administration cannot continue to sit on the sidelines.

Amazingly, it has proposed drastic cuts in the amount of democratic assistance earmarked for Russia next year on the ground -- ironic in light of recent evidence -- that Russian democracy is firmly enough established.

Bush's stance is perplexing. His new national security doctrine declares the promotion of liberty abroad a U.S. priority. Tell that to Russian human rights activists, who feel alienated by the lack of U.S. encouragement.

But democratic activists in Russia need more than words of support. They also need continued U.S. financial and technical help. At a minimum, budgets for democracy assistance, already minuscule, cannot be reduced further. Cutting assistance now, moreover, would send a terrible message about U.S. staying power, not only to democrats in Russia but to those in Afghanistan, Iraq and Uzbekistan.

Congress also has a role to play. Last year, the House and Senate overwhelmingly approved, and Bush signed into law, the Russian Democracy Act, which establishes a minimum for democratic assistance to Russia. Budget cutters in the administration have found creative ways to meet these minimal thresholds by calling programs like high school exchanges "democracy assistance." This sleight of hand must not become law.

Furthermore, in a major report on U.S.-Russian relations a few years ago, Rep. Christopher Cox (R-Newport Beach) called for increased engagement "of the Russian people, not just the Russian government." Now more than ever, Cox and the other authors of this congressional study need to reaffirm their recommendations.

Bush and his foreign team certainly have their hands full. Yet, they cannot allow past victories to slip away while pursuing new ones. A return of dictatorship in Russia, a country armed with thousands of nuclear weapons, would present a much greater threat than the current set of tyrants now threatening U.S. security. To maintain U.S. credibility on issues of democracy and to encourage those within Russia dedicated to the cause of democracy, the Bush administration has to find a way to work constructively with Putin without ignoring Russian society. A good way to start might be a luncheon at the American ambassador's residence in Moscow.

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Los Angeles Times
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Michael A. McFaul
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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.

Philippines Conference Room

James C. Sha Managing Partner Spring Creek Venture
Seminars

Today, it is widely recognized that the absence of the rule of law constitutes a critical barrier to economic growth and democractic political development. Increasingly, scholars and policy makers alike are turning their attention toward the concept of economic rights - ranging from broad affirmations of the importance of secure property rights to more particular descriptions of modes of corporate governance - to inform their thinking about growth and development.

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Mosbacher Senior Fellow in Global Democracy at the Freeman Spogli Institute for International Studies
William L. Clayton Senior Fellow at the Hoover Institution
Professor, by courtesy, of Political Science and Sociology
diamond_encina_hall.png MA, PhD

Larry Diamond is the William L. Clayton Senior Fellow at the Hoover Institution, the Mosbacher Senior Fellow in Global Democracy at the Freeman Spogli Institute for International Studies (FSI), and a Bass University Fellow in Undergraduate Education at Stanford University. He is also professor by courtesy of Political Science and Sociology at Stanford, where he lectures and teaches courses on democracy (including an online course on EdX). At the Hoover Institution, he co-leads the Project on Taiwan in the Indo-Pacific Region and participates in the Project on the U.S., China, and the World. At FSI, he is among the core faculty of the Center on Democracy, Development and the Rule of Law, which he directed for six and a half years. He leads FSI’s Israel Studies Program and is a member of the Program on Arab Reform and Development. He also co-leads the Global Digital Policy Incubator, based at FSI’s Cyber Policy Center. He served for 32 years as founding co-editor of the Journal of Democracy.

Diamond’s research focuses on global trends affecting freedom and democracy and on U.S. and international policies to defend and advance democracy. His book, Ill Winds: Saving Democracy from Russian Rage, Chinese Ambition, and American Complacency, analyzes the challenges confronting liberal democracy in the United States and around the world at this potential “hinge in history,” and offers an agenda for strengthening and defending democracy at home and abroad.  A paperback edition with a new preface was released by Penguin in April 2020. His other books include: In Search of Democracy (2016), The Spirit of Democracy (2008), Developing Democracy: Toward Consolidation (1999), Promoting Democracy in the 1990s (1995), and Class, Ethnicity, and Democracy in Nigeria (1989). He has edited or coedited more than fifty books, including China’s Influence and American Interests (2019, with Orville Schell), Silicon Triangle: The United States, China, Taiwan the Global Semiconductor Security (2023, with James O. Ellis Jr. and Orville Schell), and The Troubling State of India’s Democracy (2024, with Sumit Ganguly and Dinsha Mistree).

During 2002–03, Diamond served as a consultant to the US Agency for International Development (USAID) and was a contributing author of its report, Foreign Aid in the National Interest. He has advised and lectured to universities and think tanks around the world, and to the World Bank, the United Nations, the State Department, and other organizations dealing with governance and development. During the first three months of 2004, Diamond served as a senior adviser on governance to the Coalition Provisional Authority in Baghdad. His 2005 book, Squandered Victory: The American Occupation and the Bungled Effort to Bring Democracy to Iraq, was one of the first books to critically analyze America's postwar engagement in Iraq.

Among Diamond’s other edited books are Democracy in Decline?; Democratization and Authoritarianism in the Arab WorldWill China Democratize?; and Liberation Technology: Social Media and the Struggle for Democracy, all edited with Marc F. Plattner; and Politics and Culture in Contemporary Iran, with Abbas Milani. With Juan J. Linz and Seymour Martin Lipset, he edited the series, Democracy in Developing Countries, which helped to shape a new generation of comparative study of democratic development.

Download full-resolution headshot; photo credit: Rod Searcey.

Former Director of the Center on Democracy, Development and the Rule of Law
Faculty Chair, Jan Koum Israel Studies Program
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