FSI's 2010 Fall Orientation welcomed faculty, staff, researchers, and friends of the institute to the new academic year and highlighted the institute's diverse research collaborations, educational programs, and policy engagement.  Presentations on display and in live video offered highlights of the current work of FSI centers and programs on many of the most challenging issues of the day. In his welcoming remarks, FSI Director Coit Blacker emphasized the interdisciplinary, cross-campus nature of FSI's work and thanked the FSI community for their many contributions to new knowledge and new approaches to many of the most pressing issues on today's global agenda.

This year's Orientation attracted the largest turnout to date. On continual display was a slide show capturing research of FSI centers and programs in the field and multi-disciplinary work here at the institute, along with highlights of FSI conferences, lectures, and policy endeavors compiled by FSI's Nora Sweeny.

Among the highlights were the following displays:

• A presentation by the Center for International Security and Cooperation on the center's research, writing, policy influence, and Track II Diplomacy
• A display of the many books published by the Walter Shorenstein Asia-Pacific Research Center showing the range of economic, political, and regional issues addressed by APARC scholars, and a photo slideshow of recent events and publications demonstrating the breadth of faculty work bridging the U.S. and Asia
• A presentation by The Europe Center, newly launched and housed jointly in FSI and the Division of International and Comparative Area Studies, featuring major research areas, visiting scholars, publications, and notable events
• A presentation by Stanford Health Policy capturing its multidisciplinary work in medicine, law, business, economics, engineering, and psychology
•  A presentation by the Ford Dorsey Program in International Policy Studies, a two-year interdisciplinary Master's program, which captured the IPS practicum, scholarly concentrations, internships, and careers
  
• A presentation by the Program on Energy and Sustainable Development featuring its work on environmental and policy research employing state of the art methodology to examine such issues as renewable energy, natural gas markets, national oil companies, low-income energy services, and climate change policy
• A presentation by the Program on Food Security and the Environment which addresses hunger, poverty, and environmental degradation. FSE showcased its current research on topics such as solar electrification, food and nutrition security, climate change and conflicts, and evolving U.S. energy policy, as well as its upcoming series on Food Policy, Food Security, and the Environment
• A presentation by the Stanford Program on International and Cross-Cultural Education, which develops multi-disciplinary curriculum materials on international themes reflecting FSI scholarship. Recent educational projects include a three-part series examining U.S.-South Korean relations, Uncovering North Korea, and Inter-Korean Relations; and a collaboration with TeachAIDS, which works to address and overcome the social and cultural challenges related to HIV/AIDS prevention education through materials offered via the internet and CDs in several languages, http://teachaids.org
• A presentation featuring the Stanford Global Gateway, a comprehensive directory of Stanford in the world
• A presentation previewing the vision and mission of the Stanford Center at Peking University, opening Fall 2011

Other highlights included the presentations prepared by Stanford students who worked in the field this past summer. One group worked in China, developing a survey on nutrition and anemia and their effect on learning, with FSI's Scott Rozelle, Director of the Rural Education Action Program. A second group helped Dr. Paul Wise, professor of pediatrics and Stanford Health Policy core faculty member, evaluate prenatal care in the rural highlands of Guatemala.

 I gained my definition of success through Stanford . . .

-Makoto Takeuchi, 2004-2005 Corporate Affiliates Program fellow

When Makoto Takeuchi came to the Walter H. Shorenstein Asia-Pacific Research Center (Shorenstein APARC) as a Corporate Affiliates Program fellow during the 2004-2005 academic year, he was working as a senior manager with the Business Development Group of Kansai Electric Power Company, located in Osaka, Japan. Osaka, part of Japan's Kansai region, is a bustling metropolis and an important economic and historical center of Japan. Kansai Electric Power Company is a large energy company that utilizes a combination of energy sources, including nuclear power, which makes up over 50 percent of its power supply, as well as thermal (oil, coal, and liquid natural gas) and hydropower.

Takeuchi found the environment of Stanford University, including its situation in Silicon Valley, stimulating. "I was excited by the diversity and speed of dynamic innovation in Silicon Valley, and the people who utilize their knowledge and skills in order to achieve their dreams," he said. Drawing from this, he carried out a research project exploring complementary strategies for sustainable corporate growth. He concluded that such sustainable growth comes from a balance of internal and external resources and short- and long-term gains, driven by innovation, integration, and interaction.

During his time at Shorenstein APARC, Takeuchi also developed his understanding of working as a part of a team on a project. "I learned that the success of projects requires orchestrating the talents and efforts of many people," he said. He now applies his knowledge of teamwork to the work that he does today, including the essential skill of communicating with colleagues from different cultural and professional backgrounds. Being sensitive to the values of others is crucial when it comes to collaboration, he learned.

Prior to coming to Stanford University, Takeuchi had not yet defined his own idea of "success." He now measures success by the positive impact that he has on society, which to him is evidenced by the "smiles on the faces of my customers, stakeholders, and family." Takeuchi has the opportunity to effect positive economic and energy development in his new position as a senior energy specialist with the World Bank's East Asia Sustainable Development Department. "When I considered how I could make the most of my skills . . . the answer was to provide clean energy through a sophisticated power system with renewable energy and to contribute to what people in the region really want," he explained. In his role with the World Bank, Takeuchi is working toward increasing access to cleaner energy and laying the foundation for sustainable growth in developing countries, and, of course, to gain smiles in the process.

For current and future Corporate Affiliates fellows, Takeuchi imparts the wisdom: "As soon as possible, you should discover the criteria for evaluating your own success. Then, you should just run toward it!"

Abstract

Nigeria depends heavily on oil and gas, with hydrocarbon activities providing around 65 percent of total government revenue and 95 percent of export revenues.  While Nigeria supplies some LNG to world markets and is starting to export a small amount of gas to Ghana via pipeline, the great majority of the country's hydrocarbon earnings come from oil.  In 2008, Nigeria was the 5^th largest oil exporter and 10^th largest holder of proved oil reserves in the world according to the U.S. Energy Information Administration.  The country's national oil company NNPC (Nigerian National Petroleum Corporation) sits at the nexus between the many interests in Nigeria that seek a stake in the country's oil riches, the government, and the private companies that actually operate the vast majority of oil and gas projects.

Through its many divisions and subsidiaries, NNPC serves as an oil sector regulator, a buyer and seller of oil and petroleum products, a technical operator of hydrocarbon activities on a limited basis, and a service provider to the Nigerian oil sector.  With isolated exceptions, NNPC is not very effective at performing its various oil sector jobs.  It is neither a competent oil company nor an efficient regulator for the sector.   Managers of NNPC's constituent units, lacking the ability to reliably fund themselves, are robbed of business autonomy and the chance to develop capability.  There are few incentives for NNPC employees to be entrepreneurial for the company's benefit and many incentives for private action and corruption.  It is no accident that NNPC operations are disproportionately concentrated on oil marketing and downstream functions, which offer the best opportunities for private benefit.  The few parts of NNPC that actually add value, like engineering design subsidiary NETCO, tend to be removed from large financial flows and the patronage opportunities they bring. 

Although NNPC performs poorly as an instrument for maximizing long-term oil revenue for the state, it actually functions well as an instrument of patronage, which helps to explain its durability.  Each additional transaction generated by its profuse bureaucracy provides an opportunity for well-connected individuals to profit by being the gatekeepers whose approval must be secured, especially in contracting processes.  NNPC's role as distributor of licenses for export of crude oil and import of refined products also helps make it a locus for patronage activities.  Corruption, bureaucracy, and non-market pricing regimes for oil sales all reinforce each other in a dysfunctional equilibrium that has proved difficult to dislodge despite repeated efforts at oil sector reform.