Showing posts with label Silicon Valley. Show all posts
Showing posts with label Silicon Valley. Show all posts

Monday, August 10, 2015

Innovation from China bodes ill for Silicon Valley MNCs

This first appeared in online Asia Times.
Last week the Technology section of the Wall Street Journal devoted three full pages on Asia, mostly on China.  The reports on technical advances in China should put to rest the often stated but erroneous conclusion that China can copy but can’t innovate.
We learned from interviews of technology luminaries in China that homegrown techno-entrepreneurs in China are proliferating exponentially. These are not returnees as was the case a decade ago. The new entrepreneurs cut their teeth working for established technology giants such as Baidu and Tencent, and are ready to strike out on their own. In contrast to Carly Fiorina’s silly Iowa stump speech, these young entrepreneurs haven’t been to Silicon Valley much less stealing crown jewels from America.
Kai-fu Lee used to lead Google’s effort in China. He resigned in 2009 to start Innovation Works as a boot camp to teach bright but basically greenhorn graduates on what it means to be entrepreneurial. Not any more now. As he said in the Journal, “The number of serial entrepreneurs is going up. People are not afraid of failing, they are ready to try again.” Not afraid to fail is what used to set Silicon Valley apart from anywhere else, and change is the one constant about China.
Besides Lee, two other former Google executives were prominently featured in this issue. Hugo Barra has been recruited to help Xiaomi battle for world market share in smart phones. Nikesh Arora has been designated heir apparent to Masayoshi Son at Softbank and is active in managing their investments in China and India.
These three accomplished individuals reflect a development not often mentioned, namely some are now finding more appealing opportunities in Asia than in Silicon Valley. (Incidentally not long after Kai-fu left, Google shut down their operations in China.)
China’s emerging success in technical innovation portends uphill battles for Silicon Valley companies. China has become a major market for high tech products especially in the mobile space. Most of the indigenous innovations focus on addressing their domestic market. One of their major comparative advantages is their intuitive understanding of how the market in China differs from the West — a grasp frequently eluded the MNCs (multinational corporations).
In the early days of China’s economic reform, Beijing understood that leading edge technology came from the West and Silicon Valley companies, as leaders in technical innovation, were warmly received. As China’s homegrown talent became increasingly successful and China’s technological development began to catch up, Beijing can feel more confident with policies favoring domestic companies over the multi-nationals from Silicon Valley.
Recently, IBM’s CEO went to Beijing to pledge on transforming their presence into a local company. Google, of course, went the other way; they picked up their marbles and went home. In between the two approaches sat some of the best-known names from Silicon Valley.
By way of one apocryphal story, a recent returnee back to Silicon Valley after a stint in China confided that his company’s revenue from China that used to be in the billions has fallen to just 35% of what it was at the height of its glory days. Not that the market has shrunk but that local companies are taking increasing bites out of the growing business.

Wednesday, August 5, 2015

Chinese in Silicon Valley

This was first posted in Asia Times, on August 4, 2015, a day ahead of the extensive 3-page coverage by WSJ on innovation in China.
Silicon Valley, where I live, is a truly unique place. Nowhere, not even in the U.S., comes close to replicating the mystique of SV. Proof? The entire Bay Area make up roughly 2% of the U.S. population, yet every year, virtually 35 to 40% of all the venture capital invested in the U.S. end up here.
Of course I do not mean to imply that by drinking the water in SV, the Chinese engineers suddenly transform into phenomenally successful entrepreneurs. I do mean that the culture and environment here fosters and supports rampant entrepreneurs, and anybody with talent and drive can be successful, not just the Chinese.
It’s true after Deng’s reform, that some of the best and brightest were among the early batch to come to SV for further education and stayed to become successful founders of high tech companies. However, increasingly the later batches that came out for further education are finding that the classmates that did not get to go abroad but stayed behind are enjoying more successful careers than they are.


It would be incorrect to imply that China’s political climate is somehow stunting the development of Chinese entrepreneurs. Home grown companies such as Huawei, Xiaomi, Tencent, Baidu, and others are testimony that Chinese entrepreneurs can thrive anywhere.

Wednesday, October 1, 2008

What America Needs to Know about China

Below is text of address delivered at Pitzer College

Thank you for coming to hear what I have to say about China and about the U.S. China bilateral relations. As a business consultant, I have been going to China regularly for the last 30 years, essentially from the beginning of China’s economic reform. My first personal visit to China actually took place in 1974, during the height of the Great Cultural Revolution. I certainly have enjoyed a ringside seat watching China’s amazing transition and transformation during this period.

In my early trips into China, I would be interviewed by the CIA and the FBI upon my return. They would want to know whom I saw, what we talked about and so on. I was happy to tell them all I knew because from the start, I thought I had a mission, which was to explain China to Americans and America to the Chinese. I felt that I was in the position to act as a bridge between the two countries that meant the most to me.

Thirty years later, some things have not changed much. In particular, there remains a lot about China that America does not understand and I continue to feel that the role of a cultural intermediary is as relevant as ever. So it is today that I am here to describe and explain some things about China that America needs to know and understand--such understanding being crucial to the development of a healthy bilateral relationship. As the two arguably most powerful nations and economies in the world, a strong positive bilateral relationship is important not only to the peoples of the two countries but to a peaceful world.

I might also add that given the recent financial turmoil on Wall Street and the increasing importance of China, holding close to $1 trillion or our treasury notes and government debt, it becomes increasing relevant that we develop a measure of respect for someone that is likely to end up owning a bit of America in exchange for bailing us of out of our financial excesses.

My talk today is not about western media distortion of China or the biases of western politicians. If it is, I would be on the podium for hours. What I hope to do is to take you outside of your customary American frame of reference. I would like to present some data and thoughts that would automatically counter many of the preconceptions of China that you have grown up with. To paraphrase Secretary Paulson from his Foreign Affairs article about China, I want to help you see the country as it actually is, not as many Americans imagine it to be. If I can persuade you to rethink about China, I would feel that I have accomplished something worthwhile today.

Olympics Aftermath
Let’s start with the Olympics. By most accounts, the Beijing Olympics was an overwhelming success. Certainly, the people of China, and for that matter most of the overseas ethnic Chinese, are rightfully proud of the number of gold and medals the Chinese athletes won. But frankly, that was not the most significant achievement in my mind. Considering that Australia won 42 medals with a population of 21 million, that’s two medals for every million population. To attain parity on a per capita basis, the U.S. would have to win more than five times their actual tally. For China, they would have to sweep every event and then supplement with plenty of knock-offs to meet that standard. On the other hand, if one were to measure achievement against the level of economic development, Ethiopia, Jamaica and Georgia would come in first, second and third.

There are many ways to slice and dice the Olympic outcome, but more important in my mind, is that billions of people in the world have tuned in and caught a glimpse of today’s China for possibly their first time without the filter of the western media or political leaders or the bias of some religious cult. I thought NBC did a good job of introducing some of China’s culture to their viewing audience, particularly short vignettes such as Shaolin martial arts by Mary Carillo and hand pulled noodles by Martin Yan. I was also impressed with GE and their commercials specially done just for the Olympics—sort of like commercials geared just for the Super Bowls--using authentic Chinese backdrops and storylines to make their point.

Despite all the anti Olympic torch rallies and sentiments advocating another Olympic boycott, some even go so far as to call this the “genocide Olympics,” a record number of 100 heads of state representing 80 different countries attended the opening ceremony. They did not witness any slaughter of innocents but did see that the Chinese could really put on a show and raised the bar that likely will stand for many future Olympics. I am glad that Mr. Steven Spielberg was not involved so as not to confuse the minds of the viewers as to who contributed what. The visitors left after seeing a virtually flawless execution of a 16-day event. The 10,000 athletes from around world went home with, I am sure, memories to last a life time.

The 30,000 some journalists found different perspectives and events to write about and most, by and large, will further understanding between the East and West. The worst example of going out of his way to look for dirt under the carpet, that I happened to have read, was a near hysteric blog on ESPN accusing Beijing of a cover-up because a building under construction was draped by a beautifully decorated plastic sheet to hide the construction in progress underneath. Why an attempt to present a more pleasant public appearance became an excuse to blacken China is something I do not understand.

The Chinese Spy that Never Was
How many of you read Physics Today regularly? In the September issue, there is an article written by the former Secretary of Air Force talking about the period in the late ‘80s and early ‘90s when Chinese scientists were attending scientific conferences in the U.S. As the testimony at the Cox Committee hearing later revealed, the American authorities regarded these attendances as intelligence gathering on the part of the Chinese. Actually, just opposite was going on, the visitors, according to Thomas Reed, the author, was trying to find ways to let America know what China was doing in nuclear weapon development.

These visitors found Danny Stillman, a nuclear weapon scientist at Los Alamos who was charged with gathering intelligence on China’s weapon development—a polite way of saying that he was a spy. Stillman was eager to meet and talk to the Chinese visitors, who in turn invited Stillman to visit China. Through a series of visits over months to various secret facilities including the nuclear testing grounds, Stillman came away thoroughly impressed with what China had done. He put all his trip reports together into a cohesive tome and sought permission to publish his book. The U.S. government said no.

Stillman’s timing was bad. The Congressional Committee headed by then Representative Christopher Cox had just concluded that America was running wild with Chinese spies, that every Chinese company was a front to steal secrets from America. And then Dr. Wen Ho Lee was identified as the one who leaked W-88 multi-head missile technology to China. It would have contradicted all that anti-China rhetoric if Stillman’s book were to come out saying that China detonated their first atomic bomb in 1964 and in a mere 32 months their first H-bomb and launched their first unmanned satellite in 1970. The unacceptable conclusion would have been that China has independently developed their first class nuclear weaponry all along--all of it having taken place well before Nixon went to China in 1972 and before exchanges were taking place between the two countries. Stillman’s book had to be suppressed as it would have taken the hot air out of the hysterical China bashing balloon floating around Washington from 1998 to 2000.

Why, you might ask, did the Chinese want to expose their nuclear secrets to the U.S.? I think the answer is very simple. How can you have a nuclear deterrence if the other side doesn’t know that you have the capability to deter? China has consistently declined to join the arms race to see who can pile up the larger heap of ever more sophisticated arms. But once in a while, I think, China feels that Washington and Pentagon need to be updated and be informed that China has a credible 2nd strike capability to retaliate and enter that data into their calculations when they plot the course to world domination. Of course, this leads to the question of whether the DoD’s current expanding defense budget makes any sense, which we can discuss in the Q&A if you wish.

America’s Racism
Personally I am acutely aware of the historic racial bias of the American authorities towards the ethnic Chinese in America as exemplified by the Congressional hearings and by the case of Wen Ho Lee, where after 9 months of solitary confinement, all the charges against him were dropped except for one, and that was for not following lab procedure and downloading files from office computer to home computer. Just think, nine months of solitary confinement for downloading computer files against procedure. The special agent of the FBI involved in this case had to admit in court that he lied. The presiding judge apologized to Dr. Lee on behalf of the government for their misconduct. It had to be one of the more embarrassing chapters of American justice.

Lest you think the Wen Ho Lee case was an isolated aberration, it is not. I live in Silicon Valley and there are frequent cases of miscarriage of justice and official intimidation. Recently, there was a Bill Chen originally from China who was appointed sales manager to sell vibration tables to China. The government accused him of selling the tables to a missile building facility when his sales report indicated that they went to a locomotive factory. Originally his employer supported his defense but then the government quietly informed the company that if they plan to sell any more tables to the American Air Force, they better withdraw their support. The company had to fire him. He was in limbo for some time before the government dropped all charges. The last public statement he made to the local press last year was that his career was ruined and he was taking his family back to China.

Just earlier this year, there was a case involving another PhD whose expertise was in agriculture remote sensing, involving the use of satellite data to predict crop harvest, and had been in this country for 20 years. He came to the U.S. from China to study for his PhD. Most recently he worked for a contract research organization analyzing publicly available satellite data to quantify global climate changes for NASA at its facility in Mountain View. His work had no connection to national security. He even got clearance for his ID badge to enter NASA at will. Then the FBI came to interview him, followed by a lie detector test and then two more interviews, at the end of which he was escorted off the premises and fired. He never could figure out why the FBI came to see him and on what grounds he was dismissed. The only explanation I could offer him was that the special-agent-in-charge of Silicon Valley had told BBC in a public interview that the valley was crawling with spies from China and that every working Chinese was a potential security risk.

There are, of course, costs associated with the national practice of racial profiling. Let me ask you, which universities and colleges do you think, have sent the most number of graduates on to obtain a doctorate degree in America? If you guess UC Berkeley, you would be close but incorrect. According to National Science Foundation’s latest compilation, in 2006, the latest year of the survey, the two schools that contributed the most number of Bachelor degree holders that went on to earn a doctorate degree in the United States (in science or engineering) was Tsinghua and Beijing University. This is the first time in history where two Chinese institutions of higher learning out supplied the American universities. Berkeley was third. Over the period of 1999 to 2006, over 26 thousand doctorates earned their undergraduate degrees from China. For 2006, the latest year reported, for every 6 that got their undergraduate training from the U.S., one more came from China. So the question to ponder is this: Given the racist attitudes that prevail, how many of these PhD’s would remain in the U.S. after getting their degree, and of those that remain how many would risk their careers by working in a national laboratory?

Shipping Jobs Overseas
This bias against ethnic Chinese in this country has been around since the 19th century. This prejudice is tied to how we feel about China which is why I personally want to do what I can to counter the China bashing rhetoric by our political leaders. The first one I would like to tackle is the question of so-called “shipping jobs overseas.” According to the National Association of Manufacturers, manufacturing from the U.S. contributes 22% of the total global output with a workforce of about 14 million, by far the leader of the world. China, the rising manufacturing power that we love to demonize, contributes just 8% and with a workforce as large as 100 million if the migrant workers in rural industries are included--22% with 14 million versus 8% with 100 million, that is roughly 20 fold difference in productivity. It should immediately become obvious that there is no way that the American worker would be willing to take a humongous pay cut to do the low paying jobs being done in China. The Chinese might wish to move up the value chain and take over the American job but their productivity (and capability) has a long way to go. The next time you hear about shipping jobs overseas, you should challenge the speaker not to sprout nonsense.

China’s emergence in becoming the global factory really began in earnest when China entered WTO (World Trade Organization) in 2001. In order to conform to the stipulations of membership, China had to stop subsidizing inefficient, state-owned enterprises and let some of them go belly up. They knew that the price to be paid was to put around 30 million of their workers out on the streets. Led by Premier Zhu Rongji, China accepted the pain because they saw the long term benefits of competing in the global market. China made the right choice and hopefully America will also have the courage to make the hard decisions necessary to overcome their current economic dilemma. Blaming China is not going to cut it.

China, the Polluter
Now, China’s rapid economic development does come at a price and the most serious would be the environmental cost. In recent weeks, lambasting China for runaway pollution damage has become a fashionable diatribe for the politicians. They seem offended that China is soon going to overtake us as the biggest polluter in the world. Our political leaders say: “How dare the Chinese insist that we take the lead in pollution abatement before they, India and the rest of developing countries take corrective measures?”

I used to think well, the politicians have a point there. But then a July 31, 2008 press release from the The Climate Group caught my attention. The lead paragraph of this press release said. “China is already the world’s leading renewable energy producer and is over taking more developed economies in the exploiting valuable economic opportunities, creating green collar jobs and leading development of critical low carbon technologies.” The report goes on to say that China has the advantage of low cost, a clear policy framework, a dynamic and entrepreneurial business environment and plenty of abatement opportunities. I must admit until I read the report, I didn't know that China is already a leader in the Green revolution. That China is already a world leader in the manufacture of solar panels and wind turbines. That China is introducing fuel efficiency standards for cars which are 40% higher than those in the U.S. Forty percent! While Washington continues to talk about going green, China has been doing something about it. I have no expertise on China’s effort to go green and I was really surprised by the strong definitive statements from this non-profit organization, organized in 2004 in multiple countries to promote a green and clean earth. However, in recent separate visits to Beijing, my friends and I can testify to seeing blue skies, so there must be something to this report.

Human Rights & Democracy
Now let’s talk about human rights and democracy. First, I find it ironic that the country who perpetrated Abu Ghraib, Guantanamo and the fine art of waterboarding should be the leading critic of others facing their own set of human rights challenges. I believe that at the very least, the very visible and prompt manner that authorities came to the rescue of the unfortunate victims of the giant earthquake in Sichuan showed to the world that the Chinese government is not a callous body but cares as much about its people as any responsible government.

There are at least 56 ethnic groups living in peaceful co-existence inside China. Official policies go out of their way to favor the 55 ethnic minorities such as no single child restrictions and a Chinese version of affirmative action that makes it easier for minorities to get a higher education. During my travels inside China, I have met folks that are half Han and half another minority. Invariably when they fill out their residence registration (hukou), they claim to be the minority and not a Han majority in order to take advantage of the more favorable conditions. I cannot recall ever talking to a Chinese citizen that disparages another because of the other person’s ethnicity. Conversely, every minority person will openly admit that they belong to Bai, or Miao, or Korean, or Hui, or Mongolian, or Tibetan, or whatever minority in the course of normal conversation. They can be proud of who they are and do not feel that they need to hide their ethnic identity.

We do blanch at how quickly China carried out the executions of the condemned. It’s sort of “one strike and you’re out.” But it is not our place to condone or condemn China’s administration of justice. They have a huge population to deal with and how to maintain order and stability in such a society is beyond our American experience and expertise. Human rights abuses abound in China, such as children in sweat shops, slave labor camps, tainted blood transfusions, toxic baby formulas and so on. These are appalling situations, but it’s important to bear in mind that the Chinese government is combating the problems and not condoning them—no more than the U.S. government condoning many of the human right abuses in this country.

The city of Shenzhen bordering Hong Kong, which a quarter of a century ago was nothing more than rice paddies and fishing boats, has been the greatest experiment since China launched its reform. Up to now, the reform is most visible economically, but they have just announced that the mayor will be the first of China’s major cities to be elected and not appointed. This is a major step for China.

Chinese officials have been talking about democracy even back in Mao days but always within a single political party and not in a pluralistic framework. We Americans have trouble understanding the seeming contradiction of a democracy functioning within a single party rule. We are befuddled, I think, partly because we are accustomed to associating exercise of democracy with serious fundraising and that money is what makes democracy go around.

But there is something to be said about the Chinese system of governing. Leaders are judged and promoted based on the merits of their past performance. They are tested every step along the way. They rise to the top, not dependent on their lineage and on their cronies and public persona. In their selection process, the candidate who knows how to stay low key and keep a low profile (di diao in Chinese) is more likely to be promoted over the handsome, flamboyant and dynamic orator. These promotions came not because of unilateral decisions of a strong man but through consensus, compromise and horse trading between various factions.

China’s Foreign Policy
China’s foreign policy is also diametrically different from the U.S. China has insisted on non-interference of the internal affairs and non-infringement of the sovereignty of another country and to work within the confines of the United Nations. They have contributed troops and police in 13 of 17 on-going UN Peacekeeping operations. Since 1990, China has contributed 9000 peacekeepers in 22 UN operations, more than the combined total of the other four permanent members of the Security Council. As of the end of 2007, China has exercised its veto power on the Security Council a total of 6 times since they joined that body. During that same period, USSR/Russia cast 123 vetoes, the U.S. 80 times, UK 32 and France 18.

I would like to describe just one example of China’s foreign policy based on the exercise of soft power and on the principle of mutual benefit. About a year ago, China signed a deal with Congo to work on infrastructure projects in accordance with the Congo government’s priorities, which were water, electricity, education, health and transportation. The total cost will exceed $9 billion, far more than Congo’s annual budget of $1.3 billion. To pay for the infrastructure investment, China formed a JV with Congo to extract copper, nickel and cobalt, a $3 billion investment. Presumably, the Congo side will pay for their share of the investment with their share of the extracted minerals. Other parts of the deal include technology transfer and training of Congolese staff, work on social welfare and environment and subcontracting certain work to local Congolese companies.

The deal is neither colonial exploitation nor charity to a destitute developing nation. China is not telling the Congo government how to run their country and make no judgment on whether the government is to their liking. Instead, they just structured a win-win arrangement that will make a difference in Congo quickly. The World Bank considers Congo one of the worst countries to conduct business. So the success of this cooperation is not assured. Hopefully the Congolese people will soon see and reap the benefits of this outcome.

The West likes to hold China responsible for Darfur. The premise seems to be that China is doing business with the Sudan government and Sudan government is using the revenue to commit genocide in Darfur. But China is not the only country doing a lot of business in Sudan. India, Japan and Russia are also major players. Furthermore, many years before China was involved in Sudan, the U.S. was there. The CIA backed the other faction and when that faction did not win control of the government, conflict resulted which gradually moved to the Darfur region. Needless to say, conflict takes two opposing parties, in this case the Sudanese government and the rebel faction. Since we Americans are backing the rebels, the government must be the bad guys. Just ask Mia Farrow.

At least last year, China was able persuade the Sudan government to allow a 20,000 strong UN-AU peace-keeping force into the Darfur region, and China took the lead in contributing peace keepers to the force. Unfortunately the force has not been effective, in part because other UN member and African nations have been slow to contribute their share of personnel. Everybody bears some responsibility for the tragedy that is Darfur, it is too easy just to fault China.

I would like to make a brief comment about Taiwan and Tibet so that we can move on to the Q&A, which is my favorite part of the program.

Taiwan & China
Taiwan has been economically integrated with the mainland for well over a decade. Taiwan is either the largest or second largest source of foreign direct investment in China. Entrepreneurs from Taiwan have made millions, and at least one billionaire, from China. Today, over one million Taiwanese live and work in China. Taiwan’s productizing expertise and understanding of the world market coupled with China’s manufacturing prowess has been a powerful amalgamation of complementary strengths. Taiwan’s early factories in China served as the foundation of China’s manufacturing strength. In turn, the components and sub-assemblies shipped from Taiwan across the straits for final assembly every year has earned Taiwan a trade surplus that has always exceeded the total trade deficit incurred with the rest of the world. The common culture, language and ethnicity across the straits have made the synergy a natural outcome.

Unfortunately for Taiwan, the last eight year under President Chen Shui-bian has been an absolute disaster. He did not care about how to manage Taiwan’s comparative advantages. He was much too busy figuring out ways to line his and his family’s pockets. He and his immediate family are currently under investigation for various money laundering schemes, hidden Swiss accounts and bogus accounts in Singapore, the U.S. and who knows where. Having stepped down, Chen lost his presidential immunity and the investigators are hot after many leads. The Taiwan stock market seems unable to get out of the free fall as nervous investors wonder how many of the listed companies are waiting to be implicated by the radiating circle of wrongdoing. It didn’t help that the incoming president Ma Ying-jeou campaigned on the promise of a quick turn-around in Taiwan’s economy. The voters took him literally and expected miracles in his first 100 days in office, and he has not delivered. It is fair to assume that he did not anticipate a financial scandal as he stepped into office.

Tibet & China
The Dalai Lama is an excellent proselytizer for Lamaism, a form of Buddhism--based on animism--indigenous to Tibet. In the case of His Holiness, admirers in the West seem willing to overlook the principles of separation of church and state. No doubt he is the religious leader of a majority (but not all) of the Tibetans. As a secular leader, he represents perhaps the 5% of the population that formerly belonged to the privileged ruling class. In his days, the other 95% were serfs and had no rights whatsoever. Today, China has invested heavily in the infrastructure and offered every Tibetan the opportunity to an education and the freedom to make a decent living by the dint of his/her own efforts. When Dalai Lama ruled Tibet, the average life expectancy was not even 36 years of age, now it’s 67; still less than China’s national average but far better than what it was. Today, Dalai Lama cannot legitimately champion the human rights of the Tibetan masses that had no rights when he was the titular ruler. I am planning to visit Tibet next year. Perhaps I will have more to say about this matter then.

At the beginning of my talk, I proposed raising a perspective about China different from the mainstream to stimulate your interest. I hope I have been provocative enough for this audience. I don’t know why it is that China is the favorite punching bag in the West--sometimes, I refer China as the go to piñata—but I believe this attitude is in for some adjustment. Let me quickly raise some other issues without elaboration to round out our topic.

• China has just put three astronauts in space along with a space walk and has plans to go to the moon. Heretofore, the U.S. has specifically excluded China from the space consortium membership that included Russia. Now NASA has been quietly meeting with China’s space officials about cooperation and leverage from technology that China has developed that NASA does not own. If we weren’t so darn sure that the Chinese needs to steal everything from us, we might have come to this realization sooner.
• China has steadfastly been buying U.S. treasury bills and agency notes and now owns close to $1 trillion of American debt. They have been buying even as Japan has been decreasing their holding for the very practical reason that the dollar is worth less and less. If you ask, the Treasury Department officials will privately admit to you that without China’s financial support, our economy would be in worse shape than it is.
• The Bush Administration made a hash of the relationship with North Korea. Without China’s assistance and leadership, the situation would be even more unstable than it is now.
• China built their Great Wall to keep foreigners out. They do not have the mentality or a history of conquering and occupying other countries. If that is the U.S. goal, China is unlikely to stand in the way. There is no need to regard China as an adversary so long we do not insist on their seeing everything our way.
• Just as China is rapidly becoming one of the most popular tourist destinations, China is also fast becoming the largest source of international tourists. Europeans will tell you that tourists from China are bigger spenders than Americans or Japanese. Until recently, we did not welcome tourists from China. This situation is changing to the potential benefit of our local economy.
• Just as China has become America’s largest source of foreign graduate students, China is also becoming a popular destination for foreign student. According to the most recent tally, China is the 6th most popular destination of the world for students going abroad. I hope some of you will take advantage study abroad opportunities to go to China and see for yourself. With more exchange of people will come improved mutual understanding and more acceptance of the other and different points of view and way of life. I believe this is important to the prospects of attaining world peace.

Now, I want to thank you for your attention and I welcome the opportunity to extend our discussion in any manner you, the audience would like. Please do allow me one small commercial. Much of what I presented today has been elaborated under various entries in my blog. I invite you to visit www.georgekoo.com and to share with others. I have also posted today’s speech on my blog if you wish to refer to anything I've said. Thank you.

Friday, January 25, 2008

Asian Shoppers Not Welcome at Hollister

The sales staff at the Hollister store located in the Westfield Valley Fair Mall in San Jose has been known to be rude to Asian shoppers.

According to a recent report in the World Journal, an ethnic newspaper, the store manager said to a Chinese couple that "We don't sell to people like you."

A team of local Chinese American activists could not believe this could be happening in Silicon Valley and went to the store to investigate. They overheard another salesman refusing to accept an Asian woman's check for merchandise she picked out. He gave "brand protection" as the reason for no sale.

Hollister stores are wholly owned subsidiary of Abercrombie & Fitch. The parent firm earned national notoriety a few years back for offering racist tee shirts depicting stereotypic images of Asians, before withdrawing them from sale in face of a storm of public opinion.

The Hollister website features buffed images of young male and female, black and white models called "dudes" and "bettys". Apparently Asians are not regarded as dudes and bettys, so why would any Asian want to shop there?

Thursday, May 17, 2007

Warning to Chinese Americans: FBI Still Obsessed With Chinese-American ‘Spies’

New America Media, Commentary, George Koo, Posted: May 17, 2007

Editor’s Note: A Chinese-American professional in Silicon Valley reviews recent federal prosecution against Chinese Americans for espionage and finds the real guilty party to be the FBI. NAM contributor Dr. George Koo has been a consultant for American companies in China for 30 years.

When a Chinese American is accused of spying for China, other Chinese Americans feel a chill, especially professionals like myself in Silicon Valley.

The May 10 conviction of Chi Mak, an electronics engineer employed by a defense contractor, is the latest case in point. Ultimately found guilty of the much lesser charge of being an unregistered foreign agent, when Mak was first arrested, he was depicted as the worst undercover agent for China the United States had ever seen.

When the defense pointed out that Mak had become a naturalized citizen who has lived quietly in his modest suburban home for 27 years, the FBI countered that this simply exposed Mak as a deep and effective mole.

Mak’s colleagues testified that the papers he copied in the CDs intended for a Chinese university were his own published work, and were already in the public domain. They posed no threat to U.S. national security.

The prosecution countered that Mak had failed to apply for an export license for the CDs, and charged him with failure to register as a foreign agent.

The prosecution also accused Mak of lying to the FBI during the initial interrogation. Somehow, the FBI failed to record this interrogation so it boiled down to a case of “we said, he said” in court.

The prosecution said Mak’s handler was a mysterious Mr. Pu in Guangzhou. Mak testified that Pu was an academic friend looking after one of his relatives. If the government knew more about Pu than Mak did, it was not disclosed in court.

The prosecution claimed a great victory in this case. According to the government, the fact that such a spectacular opening ended with a modest conviction simply demonstrates the difficulty of prosecuting Chinese spies in the United States.

Denise Woo, a former FBI agent, was assigned to conduct an undercover investigation on Jonathan Wang, another Chinese American working for a defense contractor who was suspected of spying. Woo challenged the reliability of the source who fingered Wang as a suspect.

The FBI clearly was not pleased to hear that they had been wasting taxpayer money on an investigation going nowhere. Instead of dropping the case, they charged Woo with five felony counts alleging breach of national security and abetting an enemy agent.

Woo contested the charges and was defended pro bono by Mark Holscher, the attorney who had represented Wen Ho Lee when he faced 59 counts of espionage. Woo eventually copped to a misdemeanor charge so that she could get on with her life and was fined $1,000.

Her case bears a striking similarity to Wen Ho Lee’s, whose prosecution fell apart when the FBI agent in charge admitted to lying in court.

In a move to save face, the 59 counts were reduced to one, for illegally downloading computer information, in exchange for the months of solitary confinement Lee had already served. The presiding judge apologized to Lee for unfair and inhumane treatment.

The FBI is convinced that China is a patient collector of bits and pieces of intelligence, mostly from Chinese Americans sympathetic to their homeland.

Those of us working in the technology industry find the notion ludicrous that obsolete tidbits could add up to a leading edge in military intelligence. But to the FBI, even information in the public domain points to espionage if China is involved and if the conveyor is an ethnic Chinese.

The chilling conclusion is that any Chinese American could become willing – or unsuspecting – gatherers of valuable data to Beijing.

When the FBI agent comes calling, there is only one thing to do. Get a lawyer before talking to them.

Tuesday, October 10, 2006

Leveraging one’s ethnicity in a flat world

Keynote delivered at the Haas School “Diversity in Business Conference” on October 13, 2006

We all know that the United States of America was founded by immigrants. Indeed this has been one of the unique but frequently overlooked strengths of this country. By and large, this country continues to keep its doors open, not just to the poor and downtrodden but also to the best and brightest other countries have to offer. As a consequence, the U.S. continues to be renewed by new blood, new ideas and new energy. In turn, people continue to migrate to the U.S. because this is the land of opportunity, where by dint of ability, dedication and willingness to work hard, anyone (at least virtually anyone) can realize the American dream.

Certainly no where else is this more true than here in the Bay Area or Silicon Valley and I will be using the two terms interchangeably. While the U.S. might be unique among nations, I submit Silicon Valley is unique within the U.S. It is this uniqueness that has made Silicon Valley the technology Mecca of the world. Let me offer just one of many indicators as to why Silicon Valley is unique. The Bay Area represents roughly 2% of the total population of the U.S. but takes in about 35% of all the venture capital invested in this country every year; in other words, anywhere from 15 to 20 times their fair share of risk capital.

Why is Silicon Valley unique? I believe there are two major reasons. It is by far the most diverse region in the world. Talented and motivated people from all over the world come to the Bay Area, perhaps first to attend school such as you folks and then stay because this is one of the best places to live. Secondly, this area has great tolerance for failure. Entrepreneurs know if they fail here in Silicon Valley, they can still hope to secure funding for the next idea they cook up. The venture investors here give credit for the experiences gained in starting a venture. Not so in most other places. In most places, failure means seppuku or at least having to skedaddle out of town. To know that it’s OK to fail is to give entrepreneurs courage to take on the risks of starting a venture. After all, the probability of failure of a new venture is about 4 out of 5.

One of the secrets of Silicon Valley’s success is the presence of immigrants. In fact, your professor Annalee Saxenian, Dean of School of Information, was the first to study and report on the phenomenon of the role of ICs; in her lexicon IC stands for Indians and Chinese. Her study showed that approximately 30% of the new ventures were started up by Chinese and Indo-Americans. This study dates back to 1998, the last year she studied, and I believe the proportion of start-ups by ICs has only gone up since her study. Among some of the more famous start-ups, Sun Microsystems and Exodus Communications had Indo-Americans as co-founders, Yahoo had a Chinese American co-founder and of course you all know the most successful start-up, Google, was founded by two Russian immigrants.

Mind you it wasn’t always like this. This morning you had the director of culture and diversity from HP as your leadoff keynote speaker. It is most appropriate that she should be the lead off speaker. After all, HP is the granddaddy of Silicon Valley and the HP Way continues to exert its influence on the business culture of Silicon Valley—recent pretexting adventure notwithstanding. However, even HP was not free from glass ceilings. The best known case involved a then young PhD from MIT who was a Chinese American and was the leader of a group in R&D. He was surprised one day, when a junior white engineer, who was assigned to him for training, suddenly got promoted over him and became his boss. That Chinese American was David Lam, who promptly resigned and went on to found Lam Research, one of the more successful semiconductor equipment companies in the valley.

Parenthetically, since I am myself a Chinese American, I am going to draw from my experiences with an ethnic Chinese point of view. But I think, and I hope, you will find that my experience and observations are reasonably valid for all immigrants that have landed in the Bay Area.

Even before David Lam was David S. Lee. Lee started his first company in 1969 called Diablo Systems, a company that made daisywheel printers. He sold the company to Xerox in 1972 for $28 million. One of the first things Xerox did was to replace David as the executive in charge, so David resigned and started Qume the following year. Qume continued to make refinements in the daisywheel printer and the company was sold to ITT in 1978 for $165 million. This sale returned 93 times original investment for the investors. David made his first million in 1972 when he was 34 and his sale of Qume was the first Silicon Valley company to be sold for over $100 million.

When David was raising venture funding for Qume, despite his track record with Diablo Systems, the investors insisted on the right to put in a CEO over David as a condition for their investment. When ITT bought the company, they made David the number one executive and then later made him a corporate vice president in charge of three divisions. At that time, ITT was in the top ten of Fortune 500 companies and David was undoubtedly the highest ranking Chinese American executive in Corporate America from Silicon Valley. He repaid ITT for their confidence in his management ability by staying with ITT until his division was sold to Alcatel, the French telecomm equipment company.

By the time David left ITT in 1984 he was already a legend in Silicon Valley. While he continued to acquire and run high tech businesses, he also began to think about –as he put it—working for future generations. He became politically active as a fundraiser. Being a Republican he supported most Republican candidates at all levels but he also supported Asian American candidates regardless of political affiliation. He encouraged all Asian Americans whatever their political persuasion to be active and get involved. To David, participating in the political process and having a place at the table was more important than the political affiliation. When Bill Bradley ran for the Democratic nomination for president, he was a visiting scholar at Stanford. David was among the first to host a dinner party for the senator so that some of the notable Chinese Americans in Silicon Valley could meet him.

David has served on presidential commissions for three successive presidents from George Bush Sr. to Bill Clinton to George W. He had been on the board of regent for the University of California system since 1995 and just recently stepped down having served his term. He was very aware of his responsibility as the only Chinese American regent to serve in a system where Asian American students represent more than 40% of the enrollment. He has been president of Chinese American associations, visible supporter of many Asian American causes and a tireless speaker at functions to encourage others. Even though public speaking is not his strongest suit, he accepts invitations that come his way because he believes in making a difference by example.

Pauline Lo Alker was born in China and grew up in Hong Kong. She came from a “traditional” Chinese family where she was told that her mission in life was to support her brothers. Her parents enter her to school a year early so that she could keep an eye on her older brother. Her dream was to attend Northwestern University, but her parents kept the acceptance letter and scholarship notification from her. In the end she and her brother left Hong Kong to attend Arizona State where Pauline took on a double major of music and mathematics. During her senior year she was introduced to the computer, which she took on with complete enthusiasm. After graduation in 1964, to her chagrin the only job open to her was to be a bookkeeper at Sears & Roebuck.

Pauline’s first break came a year after graduation when she met someone in the computer department of General Electric who offered her a job as a manuscript typist. Not exactly a plum job but at least it was in the right department. She rented an IBM Selectric, learned to type on it and took the job. A month a half later, a programming job opened and she applied and was selected over four others. Her high tech career was finally launched. By 1972, Pauline had moved to Silicon Valley to become the 37th employee of Amdahl Corporation, then a start-up computer company. She then moved on to mid-level management positions at Four Phase Systems and Intel.

Pauline came to prominence in 1980 when she joined Convergent Technologies, a computer workstation company, as their vice president of marketing. In four years she oversaw sales of half a billion dollars worth of workstations. Convergent was an early high flyer and she was the frequent spokesperson for the company. In 1984, Pauline started Counterpoint Computers, a builder of high performance computers, which was sold to Acer of Taiwan in 1987. She stayed on to run the U.S. business for Acer for a while. In 1990, she was recruited to run and turn around a small company, Network Peripherals, which she did turn around and got it ready for public offering in 1994. The company won the recognition as the most successful IPO from Silicon Valley in 1994. Since 1998 Pauline has continued to lead Internet related start-ups in Silicon Valley.

In the recent fifteen years or so, Pauline received many honors and awards. She wasn’t just the most visible Asian American women in Silicon Valley but was one of few pioneering women executives who have established their credentials in heretofore a mostly male high-tech industry. She was a popular and widely admired role model and she relished her position and took her responsibility seriously. She became the first woman to become the president of AAMA, then standing for Asian American Manufacturers Association. AAMA was and continues to be one of the best-known professional organizations for Asian Americans in Silicon Valley. When it was first formed, it was to serve as a networking and mutual aid organization for Asian Americans. Today, the organization is known in China, Hong Kong and Taiwan as the bridge to Silicon Valley. When Pauline stepped in to lead this organization, the energy level of the entire organization went up, there were more programs put together by more volunteers and attended by more people. Pauline called herself the “self-appointed champion of the young.” She organized and led workshops to teach young engineers about leadership and communication skills and other attributes necessary in order to become successful managers and executives. It was invariably the most popular and best-attended event.

David Lee and David Lam and Pauline were among the first wave of Chinese Americans that not only helped built Silicon Valley but made the statement that Chinese Americans were not just good technicians but can also be successful entrepreneurs and business executives. Contemporaneously, there were others that climbed the ladders of Corporate America such as Bob Lee who retired as the executive vice president of PacBell, Albert Yu the Sr. VP now retired from Intel who led the development of the microprocessors and Lee Ting who was a corporate VP of global logistics for HP who has gone on to become a senior executive of WR Hambrecht, an investment bank and currently serving on the board of Lenovo. Other than being successful in their profession, what they have in common is that they all believe in giving back and they have done this in various ways.

Of course, so long as we are talking about the early leaders, we must not overlook our own Chancellor Chang-lin Tien. How many of you have heard of the late Chancellor Tien? Here he was a short Asian guy, wore glasses and spoke with an accent, but he was a giant of a chancellor. He inspired students and faculty alike and he raised the profile of UC Berkeley throughout Asia. I won’t go into his life here, because all of you should already know all about him and his legacy on the Berkeley campus.

Why am I talking about the lives of all these people? Because these people went against the stereotype and broke through the glass ceiling. They were the pioneers and pave the way for others to follow and made it easier for all of you to succeed. Instead of being an advantage (which is the subject of today’s talk that I will get to) their ethnicity, accent, and physical appearance were held against them. They had to overcome the handicap imposed by the society’s stereotype and beat the odds. Because of their success, other entrepreneurs that followed them were able to obtain funding more easily and were more accepted as the CEOs and senior management of Silicon Valley companies. Today, at least in the Bay Area, seeing an Asian or an Asian woman as the CEO doesn’t raise eyebrows anymore. Virtually all the major venture capital funds now have one or more partners that are of Asian ancestry. Ten, fifteen years ago, an Asian partner was rare but today, so many business plans are coming from Asian entrepreneurs and having an Asian partner is an advantage when the venture capital firms are looking for deals.

While I am suggesting that the playing field is now more or less level here in the Bay Area for Asian Americans and other ethnic minorities, this is still far from being so elsewhere in the U.S. But what I want to suggest today is that with the globalization trend, or as Tom Friedman claimed in his best selling book, “the world is flat,” that it is possible for the multi-cultural, multi-lingual person to enjoy an edge over the mono-cultural and mono-lingual person. The person who can move easily around the world and who can establish rapport across language and cultural barriers is the person who can succeed in this flat world. Increasingly the person who will succeed is someone who can just as easily live and work in China or India as they can in the U.S. or Europe. This is what I mean by leveraging your ethnicity.

I have been going to China regularly since 1978 helping and advising American corporations on doing business in China. I would like to conclude my talk by sharing with you what I think are the essential skills in order to be successful in a cross cultural career.

One is to take careful notes. Basically it is never a good idea to rely solely on one’s memory on important matters, such as the date of your Mom’s birthday or your wedding anniversary, but it is even more important when you are jet lagged. When the brain is jet-lagged, it is amazing as to how easy it is to get order of events, people seen, nature of discussion and decisions made all mixed up in just a few weeks after it all took place. Make it a practice to write everything down in real time and review them before you get on the plane to return home.

Another important characteristic is careful and active listening, or listening with empathy. This means listening in such a way that the speaker feels assured that he/she is being understood, not feeling the pressure from a listener who is anxious to interrupt and get a word in. An active listener is learning from the conversation and meeting, absorbing and digesting and understanding. Most of us leave a lot on the table because we have never paid enough attention to becoming a good listener. Active listening is a part of effective communication. Effective listening is important in our daily lives but even more critical and challenging in a cross cultural situation, because it requires the person to be constantly switching the contextual background. A Chinese may be saying certain things that have certain significance while an American might be saying similar things but mean quite something different. A bicultural person has to have the ability to pick up the culturally derived nuances, put the remarks in context and be able to explain one side to the other.

There are many occasions when I have been called upon to assist with the interpreting between Chinese officials and American business executives. My command of the Chinese language is never good enough for me to act as a professional interpreter. But ironically, because I cannot be a word for word interpreter, I concentrate on making sure that the meaning and intent is accurately conveyed. For this, I get expressions of appreciation from both sides of the conversation.

To be a truly bicultural person is someone who can explain what one side is saying in the context such that the other person from the other culture can understand it. While I take a great deal of satisfaction in being able to help bridge the cultural gap between the Chinese attitude and the American one, sometimes the line seems blurred between explaining a position and taking a position. Sometimes one has to be able to distinguish between explaining China’s policy versus defending China’s policy. As an American citizen, I have an interest in helping Americans understand China’s policy, but I am not sure that I should not be in the business of defending China’s policy.

For example, China has been criticized for their one child policy and their sometimes rather draconian ways of enforcing such a policy. I would point to the alternative, namely that without the policy there would be 300 million more Chinese today than there already are. Certainly, I would not defend or even try to explain the extreme lengths some officials in the countryside have gone to enforce the one-child policy.

On the matter of protection of intellectual property, I would explain to my American client that this is a big headache and needs serious attention. I might indicate that lack of respect for software is a part of Asian culture endemic throughout Asia, that the solution will take a long time and require not only enforcement and prosecution but a great deal of education to promote understanding and respect. Again I would not defend or even condone piracy. In fact every chance I get when I am in China I would point out that protection of IP is in China’s self interest and is crucial to China developing a serious software industry. I am pleased to report that China is beginning to seriously address the IPR problem, as witnessed by the joint training program China is entering with Berkeley.

By the way, as a side bar, I want to tell you about my recent vacation in Europe that took me to Amsterdam. When my wife and I visited the Rijksmuseum, I noticed an impressive collection of blue and white Delft porcelain. Looking at the plates and bowls more closely, I noticed that the drawings showed some strange looking human beings and activity. They wore funny looking head gear and surrounded by strange looking buildings. I found out on closer reading of the explanatory notes that the porcelain wares were developed to replace the export porcelain from China. The Chinese ware already had some strange looking paintings that depict Chinese landscape and activity in accordance with what the Chinese thought the Europeans imagined as genuine exotic Cathay. The Delft ware was simply copying the bogus Chinese landscape as a way of offering a cheaper version of the highly prized good. So why am I telling this story? Because the next time someone accuse China of rampant knockoffs, I can at least point out that the Europeans invented the knockoff idea hundreds of years earlier.

In explaining China, it’s important to avoid using the party line from China for the simple reason that words from China tend to be doctrinaire and sound more like slogans than are persuasive. For example, I think it is less persuasive to label the Falun Gong a dangerous evil cult, than it is to simply describe some of the teachings of their founder. Describing such concepts as levitation through meditation, believing in the power of a spinning wheel to ward off bodily harm, and viewing sickness as punishment for sins that cannot be cured by medication do a lot more to show the cult aspects of this movement than just name calling.

As I said, in a flat world, the world belongs to those who can be comfortable anywhere. Most of you are already ahead of the game being from somewhere else than the U.S. If you feel that your background is not sufficiently broad, then I hope you will actively seek to broaden it, whether it’s learning another language, seek employment in another country or travel more out of the country.

I hope you will see yourselves as launching into careers where diplomacy, at least business diplomacy, is an essential part of your occupation. In a globalize world, executives with global reach are needed. You folks are born at the right time to take advantage of this opportunity and I wish you success in the exciting times ahead of you. As you become successful in your career I hope you will remember success isn’t just measured in net worth and making the Forbes 400 list. I hope you will also believe that success in life is to make a difference, be a role model for others to follow and give back to the society that gave you the original opportunity.

Wednesday, January 25, 2006

Silicon Valley's Lead Role in Idea Economy Relies on Foreign-Born

New America Media, Commentary, George Koo, Posted: Jan 25, 2006

Talk of Silicon's Valley's big comeback could turn out to be hype unless America reforms its shortsighted policies on immigration and education.

SAN JOSE, Calif.--"Silicon Valley is back," proclaimed the organizers of a State of the Valley conference that examined the economic health of the world-famous wellspring of technology. That's good news. But the bad news is that our fear of immigrants could threaten the valley's resurgence.

The conference, sponsored by the nonprofit Joint Venture: Silicon Valley Network, celebrated the reversal of a negative trend: Every year since the dot-com bust in 2000, the valley's total employment had declined. Last year the Silicon Valley payroll, however, showed an increase of about 2,000 jobs, or some 0.2 percent of a work force of 1 million. From peak to trough, the valley actually had lost more than 200,000 jobs. The minuscule gain was seen as hopeful sign that the hemorrhage has stopped.

Nonetheless, industry leaders and pundits at the event were quick with self-congratulations and applauded Silicon Valley's ability to reinvent itself and remain the world's center for new technologies. First, it had broken through in innovation on integrated circuits, then in information technology, then the Internet and life sciences and now as the world leader in an idea economy.

Beneath the thin veneer of good news, however, there's food for thought that can cause indigestion and keep one up at night -- at least for those worried about the future of this country. It's about our shortsighted policies on immigrants and education.

According to the survey released, Silicon Valley made up 1 percent of the nation's population but filed 11 percent of the patents and soaked up over 25 percent of all the venture capital invested in the United States. By any measure, this was a confirmation of the innovative and unique character of the valley.

This uniqueness can be attributed to demographics that are different from anywhere else in the country. Here, whites are already a minority, at 40 percent of the population. Asians make up 33 percent and are the second-largest ethnic group.

The foreign-born make up 38 percent of the denizens of Silicon Valley and account for 53 percent of the engineers and scientists working there. One can only conclude that the Silicon Valley spirit of innovation and enterprise is inseparable from the presence of immigrants.

Without immigrants there would be no Silicon Valley. Yet since 9/11, our national policy has been to keep foreigners out. This policy is indiscriminate and affects our ability to attract the talent that the valley needs. Some would even argue that the anti-immigrant policy has been used to keep out foreign students coming from China and India.

This country's past greatness, built on the backs of immigrants, is frequently forgotten. There's even the thinking that raising the barrier for foreign entry would lower the bar of entry to the industry for native-born Americans. Unfortunately, technological excellence cannot be wrung from those with mediocre credentials.

At every unveiling of the past year's scorecard for Silicon Valley, leaders complain about the inadequate quality of K-12 education in this country and publicly wonder where the next-wave-entry engineers will come from. Were it not for foreign students who came to study and decided to remain and work in the valley, there would have been no horses to drive innovation.

This country is not just leaving any child behind. A whole generation is being left behind. A recent international math test of 15-year-olds ranked the United States 29th out of 34 nations tested. This is just one of a stream of indications. We should be frightened out of our wits, but we've been hearing these kinds of results for much too long.

Out of the 300 semifinalists at the prestigious Intel Science Fair this year, a national competition for high school students, 67 have a Chinese surname. That's roughly 10 times higher than pro-rata share based on the Chinese population in the United States.

In the San Francisco Bay Area, there were nine semifinalists, two with surnames from India and four from China or Taiwan. One can't tell by their surnames if the other three came from immigrant families.

Instead of talking about white flight from Asian-dominated high schools in Cupertino, Calif., we should be worrying about how to motivate more kids of any ethnic group to take an interest in math and science.

We don't teach our kids to be good in math and science. Yet we don't want immigrants who are highly trained and motivated to be too formidable a competition for native-born American kids.

What does this say about the future of the United States? How long can we continue to ring the gong of good news in Silicon Valley?

Sunday, May 9, 2004

The Natural Law of Outsourcing

For this election year, offshore “outsourcing” of jobs has become the lightening rod for rants from politicians, labor leaders, pundits and TV personalities.

As rhetoric heats up and emotions overflow, the frustrated out-of-work individual becomes susceptible to suggestions for irrational behavior. Hate crimes spring from irresponsible and irrational exhortations by persons in positions of influence.

In 1982, Vincent Chin, a Chinese American, was beaten to death with a baseball bat in the hands of two laid off white autoworkers who blamed their misfortune on the success of Japanese cars. After September 11, a number of Sikh Americans were shot to death simply because their turbans and beards triggered the vigilante in some deranged minds.

No wonder when prominent figures in America express outrage at the seeming unstoppable flow of jobs to Asia, Asian Americans cower and fade into the background.

To the economists, outsourcing is as natural as the falling apple bopping Issac Newton on the head. The analogous law in economics to gravity is called the law of comparative advantage.

Simply stated, the law says jobs will naturally go to where the task can be done better for less. Or, the job may simply disappear because of technological advances.

When multinational corporations outsource offshore, of course they are driven to reduce cost or, as detractors say, driven by greed. But making money is not only their fiduciary duty, it also creates jobs.

By moving less demanding and lower skilled jobs to third parties offshore, the savings can be reinvested in research or product development, i.e., higher paying jobs.

Frequently in today’s world, cutting cost is the only way to stay in business and thus preserve other jobs. The alternative is to close the door altogether.

In some places, such as China, multinationals may find it necessary to locate some high paying jobs there in order to be closer to the market. Revenue from their offshore business benefits the health of the overall company.

Silicon Valley venture capitalists now favor business plans with an offshore component because these companies will have improved odds of survival. Offshore outsourcing makes it possible to start some businesses that otherwise could not be economically viable.

Goods made offshore keep the prices affordable for the general public and create a progression of jobs to support the movement of the goods. Stable and low prices keep the economy growing without inflation, which obviously is also good for job creation.

Offshore outsourcing also leads to insourcing of jobs. As the recipients of the offshore businesses grow, they begin to establish offices and operations in the U.S. Japanese carmakers in Tennessee and Mississippi and more recently China’s Haier in South Carolina are examples of the reverse flow in jobs.

Recent but unpublicized findings reveal that the difference between number of jobs outsourced and those insourced is actually getting smaller.

Many have observed that by far the bigger cause for job reduction is due to gains in productivity. Wall Street Journal concluded that the U.S. lost far fewer jobs due to automation and productivity gains than the more backward economies such as Brazil and China.

The advent of automation in self-operated elevators wiped out hundreds of thousands of jobs for elevator operators. No one would now argue that the loss of those jobs as a bad thing.

While personally tragic to the person displaced, the outsourcing trend is inevitable and is actually a positive sign that the economy is allocating resources efficiently.

Protecting jobs per se is self defeating. Had we insisted on keeping the elevator operators, our operating costs would be higher, our buildings would be less efficient and we would have fewer resources to deploy for more productive pursuits.

Some pundits are justifying protectionism by repudiating the validity of the law of comparative advantage—as if water can now flow uphill. The near term solution has to be in anticipating the economic transitions and provide training and assistance to those affected.

Longer term solution clearly rests with making sure that the U.S. continues to be the source of ideas and innovations. Commercialization of new ideas is the top of the economic pyramid beneath which a foundation of new jobs are created.

Historically no other country has captured the essence of this truth as well as the U.S. and no where in the U.S. epitomizes this better than Silicon Valley.

To maintain that trend and stay on top of the heap, the U.S. must improve the education opportunities for the young. To continue the generation of innovations, the U.S. must not let anti-terrorism interfere with her ability to attract the best and brightest from rest of the world.

Rather than lamenting the outflow of jobs, America’s leaders should be much more concerned about the indications that the U.S. is losing its leadership grip on science and technology.
_____________________________________
Co-authored with Dennis Wu

Wednesday, November 27, 2002

Role of Venture Capital in the Development of High Technology in Silicon Valley

Text of a speech given in China, November 2002

In less than 2 decades, “Silicon Valley” became the name of a real place, a place that won worldwide recognition as ground zero where commercial breakthroughs in high technology occurred regularly. Silicon Valley, located south of San Francisco became the birthplace of such high tech giants as Intel, Sun Microsystems, Cisco Systems, Oracle, Applied Materials and Genentech—all leaders in their field. The proliferation of semiconductor start-ups that grew into major companies and equipment and material suppliers that grew by supporting this industry led to the coining of the term, “Silicon Valley.”

The emergence of Silicon Valley as the world’s high tech capital would not have been possible without the use of venture capital. Indeed, venture capitalism, i.e., risky investments in emerging young companies for the purpose of earning high returns, also became a widely recognized professional discipline. This recognition came after its spectacular investments in such companies as Apple Computer, Cisco, and Yahoo returned thousands of times original invested amount. No other place in the world has been more successful in the use of venture capital than Silicon Valley. In recent years, Silicon Valley with only about 2% of the U.S. population has attracted as much as 40% of all the venture capital invested in the U.S. During the height reached in 2000, over $60 billion were invested in the U.S. in privately held young companies.

Therefore, no place is better suited to study the relationship of venture capital to development of high technology companies than Silicon Valley. Understanding Silicon Valley is essential to understanding how venture capital can be utilized elsewhere to achieve comparable outcome.


How does venture capital work?

The idea of making early investments in privately held companies for a chance to earn high rate of return did not originate in California but in the traditional east coast financial centers such as New York and Boston. The success of their early investments in Apple, Intel and some others led to decisions to establish branch offices in the San Francisco area which in turn led to the formation of new venture capital partnerships as others follow and as some of original partners split off to form new firms. Success breeds success and as venture capital firms boast of average annual returns of 25 to 35%, more funds become available to make these investments and more groups are formed to manage the invested capital and funds. It is not unusual today for established venture capital firms to manage one billion dollars or more.

Venture capital is invested in early stage, privately held companies in hopes of gaining a windfall profit when such company becomes publicly listed or is merged with another company whereby the acquiring company pays handsomely for their equity stake. It is very important to keep in mind that venture capital investments depend on clear-cut route to being able to liquidate their investments. Most high tech start-ups, as many as 4 out of 5, fail and the investment is written off. However, a successful venture capitalist will manage to make at least one investment that brings a return to more than make up for the losses. Because of the risky nature of these investments, venture capitalists rarely make investments in profitable but slow growing businesses. Such businesses take a long time to go public and do not offer a big enough potential return. Rather, venture capitalists look for companies with the potential of outstanding return on investment. In Silicon Valley, this potential is often referred to as having an anticipated revenue stream of a hockey stick. Companies engaged in developing high tech breakthroughs are more likely to experience the hockey stick phenomenon than say a chain of fast food restaurants. This is why venture capital goes to where high tech breakthroughs are being made.

While the need to make huge return on investments explains the attraction of venture capital to the high tech industries, it does not explain why Silicon Valley can attract such a disproportionate share of the venture capital. To understand that, it is necessary to examine the culture and other characteristics of Silicon Valley.

The Silicon Valley culture and infrastructure

In many ways, Silicon Valley is unique even within the U.S. No other place is as diverse as Silicon Valley. Silicon Valley has room for people from all over the world and they all come, attracted by the pleasant weather and the diversity of people. Diversity is crucial in high technology because diversity automatically ensures many different ways of thinking and looking at problems leading to a host of solutions. Only in this manner can the best solution be synthesized out of contending ideas and emerge as the commercial winner. In a way, high tech innovation is similar to Darwinian survival of the species. Namely, endangered species bordering on extinction suffer from narrow gene pools while healthy species enjoy wide and diverse gene pools. In Silicon Valley today, as one indication of its inclusive diversity, over 30% of the companies are founded or managed by immigrants from China, Taiwan and India.

The best and brightest are attracted to Silicon Valley not only because of the inclusive nature of this place--certainly overt discrimination because of someone’s skin color and other differentiation has largely disappeared. The other reason is that entrepreneurs in Silicon Valley can readily find others of like mind to band together and approach venture capital investors with business plans and proposals. In Silicon Valley, venture capitalists do not refuse to invest on someone just because the particular entrepreneur comes from a failed venture. Since most ventures do fail, the investor gives the entrepreneur credit for having gained valuable experience even if the previous venture failed. This tolerance for failure is crucial in encouraging entrepreneurs to take risks and start companies. The importance cannot be over emphasized. In Silicon Valley, “it is OK to fail.” No other place has quite the same open-minded attitude.

With the success of high tech industries and the growth of venture capital in Silicon Valley, the economic infrastructure also expanded and became part of the environment. Infrastructure needed to support high tech companies include law firms and accounting firms to help them form proper legal structure and organized to meet Securities Exchange regulations with proper stock ownership incentive programs for not just the founders but also for employees joining the high tech enterprise. The legal and accounting firms also help the venture capital firms structure their investments and keep track of their gains and losses. Other parts of the total infrastructure include public relations and advertising firms that serve the marketing and communication needs of high tech companies. Investment banks help the companies with initial public offering and follow-on secondary offerings in the equity market and propose mergers. Specialized commercial banks and leasing firms were established just to serve the high tech companies that more traditional banks dare not touch because the latter did not understand the nature of high tech companies and were frightened by its high mortality rate.

An entire profession emerged that called themselves “free lance technical writers.” These writers contract their services to high tech companies to help them write user’s manuals, technical brochures and a host of documents to help the companies convey what they have developed to the public. Human capital firms helped high tech companies set employee hiring policies and help locate and recruit people with the needed skill sets. Successful entrepreneurs often retired from active management and became consultants and advisors to venture capital firms and to other start-ups. Arguably the trend to outsourcing gained impetus from Silicon Valley because young start-ups have limited resources and most in need of outside assistance. Most models of Macintosh from Apple Computer, for instance, were designed by independent product design services and made by contract manufacturers.

Frequently overlooked but a vital part of the Silicon Valley infrastructure is the widespread presence of professional associations. These associations organized along industries or common interests meet regularly. Ostensibly, these meetings feature speakers and topics of general interest to its membership. Equally important, these gatherings offer opportunities for professionals to meet regularly with each other and form friendships, to network and exchange ideas and resumes and to assess the potential of each as a future co-founder of the next new start-up enterprise. The Churchill Club meets frequently hosting panel discussions on high tech development and regularly draws an audience of 4-500. AAMA, the oldest Asian American organization in Silicon Valley, draws 1-200 in their monthly dinner meeting. AAMA used to be known as Asian American Manufacturers Association but since not much was being made in Silicon Valley nowadays, the name was recently changed to Asian American Multi-Technology Association. Younger organizations such as Hua Yuan Science & Technology Association and China Information Networks Association tend to organize their events on weekends and can draw over 1000 young Chinese professional to their events. The Indus Entrepreneurs was organized as network for immigrant professionals from South Asia and widely recognized for not just their conferences but as a breeding ground for many successful high tech enterprises founded by Indians and Pakistanis. There are many other networking organizations and associations in Silicon Valley that space do not permit listing here. The important point is that the success of Silicon Valley is dependent on an environment where people can mingle and ideas cross-pollinate.

In summary, the success of Silicon Valley begins with its open environment where all comers with the skills and drive to succeed are welcome. Venture capital then followed to invest in this concentration of entrepreneurial energy. The spectacular returns from these investments in turn spawned a host of supporting professions that made Silicon Valley the high tech capital that it is today. A frequently asked question from foreign visitors is: “What should the government do to encourage the birth of other Silicon Valleys?” The flippant retort from most denizens of Silicon Valley is: “As little as possible.”

Government’s role in Silicon Valley

Most Silicon Valley entrepreneurs regard the government as more of a hindrance than help. For example currently a heated debate is going on between the venture capitalists and entrepreneurs on the one side and the Security Exchange Commission on the other. The SEC wants to force all companies to account stock options as a real expense. Silicon Valley companies argue that stock options are vital incentives for people working in young companies and cannot be accurately valued when the success of the company is still in doubt. If companies are forced to expense stock options, the worry is that then stock options would cease to be a preferred method to motivate the employees. At present, engineers and others join young companies for the excitement of starting something new and toil long hours at below market wages because they are motivated to see their company succeed and their wealth realized through stock options.

Silicon Valley companies also resent the export control policies of their federal government. They regard such policies as unreasonable and arbitrary and directly impact their competitive position. As a spokesperson from Semiconductor Manufacturing International Corporation recently pointed out, SMIC can buy equipment from European supplier and expect delivery in two weeks, from Japan in two months and from the U.S. the delivery is uncertain and may take 6 months or more, most of that time spent getting necessary government clearances.

However, the U. S. federal government also plays a vital role in at least two major respects to ensure the continued development of high tech industries. The most important is in promulgating clear and transparent regulations that govern the equity market. Other than making sure that the rules and regulations apply to all companies equally, the government stays out of the way. Whether a company is ready for a public listing in the stock market is controlled only by the market conditions. When the market is strong and many investors are participating, even some of the inferior companies can go public because of high public demand for new issues. When the market is weak, even the best companies have difficulty getting a listing.

Letting the market decide when and if their investee companies can become publicly listed is extremely important to the venture capitalist. When they make an investment, they hope to liquidate in three to five years. Best way to liquidate is to list their portfolio company in the stock market. The venture capitalist watches the stock market with care, constantly comparing the reception of the stock market to how their portfolio company might be worth. They are in regular conversation with the investment bankers to determine when to best offer a portfolio company to the initial public offering (IPO) process.

The federal government also plays a vital role as the provider of funds for research and development work that no venture capitalist would contemplate underwriting. These R&D work tend to be fundamental in nature with no certainty of outcome and no practical applications in sight. Best examples that come to mind would be research grants from National Institute of Health to various university research labs that led to breakthroughs in genetic engineering. Then a host of companies were funded by venture capital and other private capital sources to convert the laboratory discoveries with additional downstream development into commercial successes. The discoveries from the labs at the medical schools of Stanford and University of California at San Francisco led directly to the formation of Genentech and Chiron and the San Francisco bay area now hosts the largest cluster of biotech firms in the U.S. Advances in modern medicine and therapy would not have been possible without government support. Government funding in military defense and space exploration also led to commercial successes in the private sector. The Internet and many advances in electronics and materials can be directly attributed to original funding by the federal government.

Thus the role of the government can be simply summarized. The primary responsibility of creating a fair, open and regulated environment for the equity market is vital to maintaining the confidence of the investor public and ensuring a clear path of liquidity to the venture capitalist. No professional venture capitalist can operate in an environment where he cannot see a path to liquidating the investment. Secondly, government funding is essential to generating basic technological advances. Only the central government can assume such risks and technological advances drive innovations with commercial implications.

The venture investing process

In Silicon Valley the venture investing process has more or less evolved into a standard procedure. Some firms specialize in investing in the first round of funding where the risk is highest but the potential return is also highest since the amount invested can be relatively small for the equity stake comparable to later rounds of investment at higher cost. Other firms prefer later rounds of financing; some even invest only in the round just prior to the company going public. By and large, venture capitalists never consider themselves as passive investors but claim to help their investments succeed by being active investors. They add value by serving on the board of the investee companies, by acting as advisors to the management team, by helping to recruit needed executives, by introducing the investee company to other companies for the purpose of forming alliances and by introducing the company to the financial community (Wall Street). Not all venture capital firms are accorded with the same regard. Entrepreneurs pursue blue ribbon firms that consistently enjoy above industry average returns not just for their money and their connections. Having such famous venture capital firms as investors imply endorsement and validation of the company and its business objectives.

It should not be surprising that venture capitalists place highest importance in the character of the people they are investing in. The venture capitalist needs to know if the team of entrepreneurs has integrity, can get along with each other and can work with the investor. Their worst nightmare is to invest in a dishonest team who will stop communicating with the investor after funding and run the company without input from the venture investor. In Silicon Valley the due diligence process is rigorous. Usually the venture capitalist after extensive analysis and deciding that interest exists in investing in the company will offer a term sheet outlining the boundaries of the deal. Such term sheets are always subject to verification of representations made by the entrepreneurs in the due diligence process. There are even professional service firms to perform the due diligence investigations. A typical claim by many venture capitalists is that out of every 100 business proposals and plans they review, only about 10 are invited to face to face meetings resulting in 2-3 term sheets and only about half or less of those conclude in actual investments.

Despite the emphasis on technology, Silicon Valley venture capitalists are rarely dazzled by just the technology. They do not invest in “solutions looking for problems to solve.” They look for and ascertain that there will be markets for the products being proposed by the entrepreneur. In other words the business potential is more important than the novelty of the invention. They are fond of saying if they must have an “A” and a “B,” then they would rather have an A team for marketing and a B team for R&D than the other way around.

While venture capital has played a vital role in transforming Silicon Valley into a high tech capital, only about 25% of the Silicon Valley start-ups receive professional venture capital funding. Others start by their own bootstrap, or funds from family and friends. I have not seen a comparison of the survival rates of the two kinds start-ups but not all professionally funded companies survive and non-professionally funded enterprises can also grow into major companies. The most famous example of the latter was Hewlett-Packard, which was started by the two founders long before there was a Silicon Valley and venture capital. Cisco was founded by a husband and wife team and grew for a long time without venture capital.

Conclusion

In the final analysis, high technology development depends on having skilled and motivated people in an open environment where ideas can be freely tested. Entrepreneurs with the best ideas are more likely to attract professional investments. The best managed companies and sometimes the luckiest companies are most likely to reach the critical mass and become an attractive investment for the investing public or as a target for acquisition. Venture capitalists with the best record of making successful investments will have the least problem of raising new funds to invest in new companies. As they become successful, they become better known and are likely to be introduced to superior ideas from more proven entrepreneurs. The quality of their deal flow improves and thus increases the probability of their making more profitable investments. Such accelerating cycle applies to both the proven entrepreneur and the successful venture capitalist. The market forces determine the fate of their efforts.

Another question sometimes asked is: “How to attract premier venture capital firms from Silicon Valley to operate in places like China?” The answer is: “With a great deal of difficulty.” Venture capitalists are hands-on investors. They need to be near their investee companies and they need to be able to help their portfolio companies succeed. To most venture capitalists, with selected exceptions, China is far away and is a place they do not understand and can offer little added value. The exceptions are those individuals that are familiar with both sides of the Pacific, knowledgeable in both environments and can help their investee companies bridge the gap and gain an advantage by establishing cross border alliances. They can make astute investments on both sides and gain leverage by introducing companies from one side to work with the other.

The future is bright for China to develop high tech industries because China has plenty of human talent and entrepreneurial energy. As soon as the path to liquidity can be clearly defined, more and more professional venture investors will come to China with funds to invest. Let the snowball roll down the mountain!

Monday, August 5, 2002

Chinese Americans Contributing to Silicon Valley

Current economic malaise notwithstanding, Silicon Valley has earned universal recognition as the Mecca of high technology. After all, Silicon Valley was where semiconductors were reduced to commercial practice, leading to the development of integrated circuits and microprocessors, which in turn created the personal computer revolution and followed by the proliferation of the use of Internet. Many of the leaders of the high tech industry call Silicon Valley home including such household names as Hewlett Packard, Intel, Apple Computer, Cisco, Netscape, 3Com, Oracle, and Sun Microsystems to name a few. Much of the biotechnology revolution also took place in and around Silicon Valley with such industry leaders as Genentech, Chiron and numerous others. Government and business leaders from all over the world wishing to replicate the success of Silicon Valley have made the obligatory trek to Silicon Valley to see and observe and hopefully capture some of the magic to take home.

The one magic ingredient that is surely unique to Silicon Valley is the diversity of the people living and working there. Nowhere else epitomizes America, a place that has room for everybody, better than Silicon Valley. The one distinction between the America as symbolized by the Statue of Liberty and Silicon Valley is that Silicon Valley attracted very few of the downtrodden but many of the best and brightest from Taiwan, China, Hong Kong, Singapore, Malaysia, India, Pakistan, Iran, Russia, Israel, Palestine, Slovenia, Hungary, Czech Republic and not a few from developed economies such as France, Germany, UK and Canada.

Today of all the people working and living in Silicon Valley, one out of four is an Asian and nearly one third of those are ethnic Chinese, and more than one sixth is a South Asian from India or Pakistan. If all the ethnic Asians were to suddenly disappear from Silicon Valley, most of the high tech companies would implode and the economic shock wave would be felt worldwide.

Annalee Saxenian, a UC Berkeley professor, whose research interests include the contribution of immigrants on America’s technology concludes that in Silicon Valley, IC stands not for integrated circuits but for Indians and Chinese. Indeed her study showed that by 1998, the last year of her study, one out of five high tech start-ups in Silicon Valley were led by Chinese Americans. My guess is that today, 5 years later, the number of companies started by Chinese Americans would make up an even higher ratio. I don’t have hard numbers but my reasoning is based on the following considerations:

(1) There are more Chinese Americans in Silicon Valley now than ever. It is not unusual for any of the many professional associations formed by Chinese Americans to hold a conference on a Saturday and get a room full of people, anywhere from 500 to over 1000 in attendance. I don’t have an exact count, but my guess is that in Silicon Valley there are at least 2 to 3 dozen Chinese American organizations according to professional interests each with at least 100 members. By the way, even though mainstream associations such as the American Electronics Association have many more members, they would be hard pressed to routinely turn out 500 for a conference on a Saturday.

(2) There are also many more venture investors willing to invest in start-up companies headed by Chinese Americans now than ever before. Taiwan capitalists have found lucrative deal flows by investing in Silicon Valley and more than 100 of these venture capital firms have set up branch offices in Silicon Valley. Mainstream venture capitalists that used to not look at deals with Chinese American CEOs now realize that they are missing out. They even have Chinese American partners in their firms and now they do not hesitate to invest in start-ups headed by Asians.

The Silicon Valley today is far different from the San Francisco Bay Area I moved to in 1971. In the old days, Santa Clara valley south of San Francisco was a valley of vanishing fruit orchards waiting for the high tech revolution to be recognized and for someone to coin the term, Silicon Valley. Today, every town and city in the bay area tries to lay claim to being part of the mythical Silicon Valley. Then we planned our Sundays for a trek to San Francisco Chinatown to enjoy a dim sum lunch and a load of Chinese groceries to cart home. Today we don’t go to San Francisco for food anymore, just about every city in the greater bay area has at least one shopping mall, developed and owned by Chinese Americans, full of Chinese restaurants and one major grocery store that carries goods from greater China. Thirty years ago, venture capital was just getting started as an investment vehicle and venture capitalist recognized as a profession. Today, anywhere between $20 to 60 billion of venture capital are invested annually in the U.S. and 35 to 40% of all that risk capital have been invested in the San Francisco bay area, an area representing less than 2% of the total U.S. population. For some time now, Silicon Valley has been soaking up more than ten times their fair share of risk capital.

The status of Chinese Americans in Silicon Valley has also changed dramatically over this period of three decades. At Deloitte & Touche, every year we conduct a survey of 50 fastest growing companies in Silicon Valley. In one recent year, 5 of the 8 fastest growing companies had Chinese American as the CEO except for Yahoo, whose Jerry Yang was a founder but not a CEO. If I remember correctly, his title then was “chief proselytizer.” In the old days, Chinese Americans were automatically presumed to be excellent scientists and engineers but incapable of being a manager much less a senior executive. Today not only do we have Chinese CEOs in small to medium size companies, but we have senior executives in major multinationals such as Applied Material, Hewlett Packard, Intel and others. John Chen has a graduate degree from Caltech so you would expect him to be smart and head some R&D lab. But he is the Chairman and CEO of Sybase, a major software company he is credited with pulling it out of a death spiral and restoring to strong financial health.

Silicon Valley today is about as level a playing field irrespective of race or national origin as one can find anywhere. It rightly should be considered a model for the rest of America to emulate. But, it was not always this way and it didn’t change overnight. John Chen and other young successful executives owe a debt to those that blaze the trail for them. I am fortunate to be living in Silicon Valley during this time and privileged to being an eyewitness as some of the Chinese American pioneers made history and changed basic attitudes toward Asian immigrants.

Without a doubt, the first pioneer to come to mind is David S. Lee. David started his first company in 1969 called Diablo Systems, a company that made daisywheel printers. He sold the company to Xerox in 1972 for $28 million. One of the first things Xerox did was to replace David as the executive in charge, so David resigned and started Qume the following year. Qume continued to make refinements in the daisywheel printer and the company was sold to ITT in 1978 for $165 million. This sale returned 93 times original investment for the investors. David made his first million in 1972 when he was 34 and his sale of Qume was the first Silicon Valley company to be sold for over $100 million.

When David was raising venture funding for Qume, despite his track record with Diablo Systems, the investors insisted on the right to put in a CEO over David as a condition for their investment. When ITT bought the company, they made David the number one executive and then later made him a corporate vice president in charge of three divisions. At that time, ITT was in the top ten of Fortune 500 companies and David was undoubtedly the highest ranking Chinese American executive in Corporate America from Silicon Valley. He repaid ITT for their confidence in his management ability by staying with ITT until his division was sold to Alcatel, the French telecomm equipment company.

By the time David left ITT in 1984 he was already a legend in Silicon Valley. While he continued to acquire and run high tech businesses, he also began to think about –as he put it—working for future generations. He became politically active as a fundraiser. Being a Republican he supported most Republican candidates at all levels but he also supported Asian American candidates regardless of political affiliation. He encouraged Asian Americans that were Democrats to be active and support their candidates. To David, participating in the political process and having a place at the table was more important than the political affiliation. When Bill Bradley ran for the Democratic nomination for president, he was a visiting scholar at Stanford. David was among the first to host a dinner party for the senator so that some of the notable Chinese Americans in Silicon Valley can meet him.

David has served on presidential commissions for three successive presidents from George Bush Sr. to Bill Clinton to George W. He has been on the board of regent for the University of California system since 1995. He is very aware of his responsibility as the only Chinese American regent to serve in a system where Asian American students represent 40% of the enrollment. He has been president of Chinese American associations, visible supporter of many Asian American causes and a tireless speaker at functions to encourage others. He makes a difference by example.

Pauline Lo Alker was born in China and grew up in Hong Kong. She came from a “traditional” Chinese family where she was told that her mission in life was to support her brothers. Her parents enter her to school a year early so that she could keep an eye on her older brother. Her dream was to attend Northwestern University, but her parents kept the acceptance letter and scholarship notification from her. In the end she and her brother left Hong Kong to attend Arizona State where Pauline took on double major of music and mathematics. During her senior year she was introduced to the computer, which she took on with total enthusiasm. After graduation in 1964, to her chagrin the only job open to her was to be a bookkeeper at Sears & Roebuck.

Pauline’s first break came a year after graduation when she met someone in the computer department of General Electric who offered her a job as a manuscript typist. Not the plum job but at least it was in the right department. She rented an IBM Selectric, learned to type on it and took the job. A month a half later, a programming job opened and she applied and was selected over four others. Her high tech career was finally launched. By 1972, Pauline had moved to Silicon Valley to become the 37th employee of Amdahl Corporation, then a start-up computer company. She then moved on to mid-level management positions at Four Phase Systems and Intel.

Pauline came to prominence in 1980 when she joined Convergent Technologies, a computer workstation company, as their vice president of marketing. In four years she oversaw sales of half a billion dollars worth of workstations. Convergent was an early high flyer and she was the frequent spokesperson for the company. In 1984, Pauline started Counterpoint Computers, a builder of high performance computers, which was sold to Acer of Taiwan in 1987. She stayed on to run the U.S. business for Acer for a while. In 1990, she was recruited to run and turn around a small company, Network Peripherals, which she did turn around and got it ready for public offering in 1994. The company won the recognition as the most successful IPO from Silicon Valley in 1994. Since 1998 Pauline has been the CEO of Amplify.net, a privately held company in Silicon Valley.

In recent fifteen years or so, Pauline received many honors and awards. She wasn’t just the most visible Asian American women in Silicon Valley but was one of few pioneering women executives who have established their credentials in a mostly male high-tech industry. She was a popular and widely admired role model and she relished her position and took her responsibility seriously. She became the first woman to become the president of AAMA, then standing for Asian American Manufacturers Association. AAMA was and continues to be one of the best-known professional organizations for Asian Americans in Silicon Valley. When it was first formed, it was to serve as a networking and mutual aid organization for Asian Americans. Today, the organization is known in China, Hong Kong and Taiwan as the bridge to Silicon Valley. When Pauline stepped in to lead this organization, the energy level of the entire organization went up, there were more programs put together by more volunteers and attended by more people. Pauline called herself the “self-appointed champion of the young.” She organized and led workshops to teach young engineers about leadership and communication skills and other attributes necessary in order to become successful managers and executives. It was invariably the most popular and best-attended event.

David and Pauline were among the first wave of Chinese Americans that not only helped built Silicon Valley but made the statement that Chinese Americans were not just good technicians but can also be successful entrepreneurs and business executives. Others during the early days of Silicon Valley included David Lam, Lester Lee, Stanley Wang and Ken Fong. David Lam was working at H-P when the white engineer he was training suddenly became his boss. He left to form Lam Research, which became one of the major equipment companies for the semiconductor industry. Subsequently, he went on to lead and/or founded a series of high tech companies. David also served as president of AAMA and on a presidential commission during the Bush Sr. administration.

Lester Lee started a company based on his magnetic media expertise which later evolved to become a supplier of ruggedized industrial PC’s, a profitable and not hotly competitive niche market so that he can devote his energy to social activism. He was involved in the founding of several professional Asian American organizations including AAMA. His opinions and letters to editors are particularly noticeable in the ethnic Chinese newspapers. He and David Lee and Stanley Wang were active Republicans behind many fundraisers in Silicon Valley. In fact he was the first Chinese American to be appointed to the University of California board of regent and he was also the first to serve for a year and then did not get confirmation to serve out the term. He was a victim of political battle between a Democratic legislature and a Republican governor. This failed confirmation was so extraordinary and raised such a stink from the Chinese American community that when David Lee’s nomination came up for confirmation, no one thought to use him as a political football.

Stanley Wang along with his brother started Pantronix, a small company providing the service of assembling and packaging integrated circuits with emphasis on serving companies that supply devices to the military and space agencies. This company has been growing steadily over nearly 30 years and now has plants in Philippines and Kunshan, China as well as Silicon Valley. At Stanley’s company conference room on prominent display are photos of him with every U.S. president from Reagan to the current one. Stanley serves on the board of trustee of the California State University system. The UC system has more glamour and prestige but the state university system serves more students. Stanley has personally made a number of $1 million dollar contributions to the state universities to encourage the improvement in the quality of higher education.

Ken Fong founded Clontech, a biotech company, which he sold to Becton Dickenson in 1999 for undisclosed hundreds of millions. Ken and his wife Pam are known for their generosity to philanthropic causes including endowed chairs and scholarships and for their unfailing support to Asian American political candidates and Asian American issues in need to financial support. Ken has opened a venture investment firm and travels frequently to China to look at developments of biotechnology there.

David Lee, Pauline Lo Alker, David Lam, Lester Lee, Stanley Wang, and Ken Fong are arguably the most prominent of the first wave to grow and prosper and contribute to Silicon Valley becoming a modern legend. At the same time other Chinese Americans also made in roads in Corporate America. Bob Lee was an executive vice president at PacBell, Albert Yu a Sr. VP who led the microprocessor development at Intel and Lee Ting a corporate VP of global logistics for H-P. This group paved the way for others to follow by being role models, community leaders and by giving back to society.

When the Committee of 100 decided to hold the conference in Silicon Valley this year, we felt that it was important to talk about giving back. We wanted to correct any impression that Chinese Americans only take and not give back and we also wanted to stress to our young people the importance of giving back. At the conference, we organized panels to discuss giving back via philanthropy, via not-for-profits and via public service. At our gala banquet, we asked Charles Wang, Chairman and CEO of Computer Associates to talk about his personal approach to giving. Charles is a member of C100 but Computer Associates is based on Long Island in New York and not from Silicon Valley, an easy concession to the recognition that Silicon Valley has no monopoly on giving back.

Charles Wang talked about “The Circle of Giving.” He believes in giving back not only for himself but to involve those around him. To encourage the employees of his company to give, his company matches $2 to every $1 dollar the employees donate to a worthy cause. He personally supports the National Center for Missing and Exploited Children. The Center uses the software provided by Computer Associates to track and quickly retrieves files of missing children and software to help predict facial changes of a missing child, as the child remains missing over years. Charles funds the Smile Train that operates on children with cleft mouths so that they can smile and take on a normal life. The train operates on 25,000 kids per year and has helped 40,000 children in China in just the last 3 years.

On the one hand, we Chinese Americans need to be vigilant over situations where we are being treated as foreigners and where our citizen’s rights are withheld from us. On the other, we need to show that we belong and that we are as American as the next. Americans are famous for their big heart and generosity of spirit; the Chinese Americans can do no less.

I would like to conclude my presentation with a little story about Su Dongpo, arguably one of the best known and best loved poets of China. I did a little research in preparation for the C100 conference and found out that this Song Dynasty poet/government official also started a charity for the specific purpose of helping peasant parents bond with newborn girl babies to reduce infanticide in the countryside. This showed that the Chinese cultural bias favoring male heirs ran deep and hard to overcome. More importantly, I found out that giving back has always been a part of the Chinese culture for those that enjoyed privileged lives.
____________________________________

Based on the keynote address given at the 20th anniversary banquet of Chinese American Forum, 8/3/02, in St. Louis, Mo. Dr. Koo is Director of Chinese Services Group, Deloitte & Touche, a member of Committee of 100 and a board member of Chinese American Forum.