Debate Manual: ディベートの手引き [ビデオ講義]

Debate Manuel: ディベートの手引き

"Debate Manual: How to Conduct Debate in Classroom" (in English)
Explained and illustrated by Takahiro Miyao


"Paul Revere's Ride": Music & Illustration by T. Miyao [Music]


Poem by Henry Wadsworth Longfellow (January, 1861)
Music & Illustrations by Takahiro Miyao (June, 2016)

A Happy Fourth of July!

SVIF Seminar "Differences to Make a Successful Venture": 「成功できるベンチャーは何が違うのか」 [Report]

SVIF Seminar: Mitch Kitamura "Differences to Make Successful Venture"

Title タイトル: "Differences to Make a Successful Venture -- What to Do";
Speaker スピーカー: Mitch Kitamura; 北村充崇 (Managing Director, DraperNexus)
Date/Time 日時: May 13(F), 2016, 7:30-9:00pm; 5月13日(金)19:30~21:00
Venue 場所: Wilson Sonsini Goodrich & Rosati, 650 Page Mill Road, Palo Alto, CA
Website ウェブサイト:

Mr. Kitamura's Presentation at SVIF Seminar; SVIFセミナーでの北村充崇氏のプレゼン
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Based on his venture capitalist career for two decades, Mitch Kitamura (Managing Director of DraperNexus Ventures) made quite an impressive and informative presentation about recent trends in venture business in Silicon Valley at his SVIF seminar for mostly Japanese business audience in Northern California.
After identifying four target areas for current venture business, namely, big data-based insurance, autonomous vehicles, cyber security, and blockchain, he listed key factors which seem to differentiate successful ventures from unsuccessful ones -- (1) grit (or resolve), (2) persuasive story, and (3) fast growth.
On the other hand, the single most important reason for failure appears to be "no market lead", that is, no market demand for the new product developed by venture business, according to Mr. Kitamura.
However, there were quite a few questions about this statement from the audience, pointing out that at least some of the successful venture businesses made a success, exactly because there were no markets for their products until they produced and marketed -- so the question is how to resolve this dilemma for venture business.
Apparently no clear answer exists, but what Mr. Kitamura called the Silicon Valley Rules could give a good suggestion as to how to deal with this dilemma for future success in venture business: that is, (1) pay it forward: give and take, (2) do and build a thing, (3) open to feedback, and (4) be excited with what you do -- very good advice indeed.
(Reported by T. Miyao)

Stanford Seminar on” Immigration Policies”: スタンフォード・セミナー「移民政策について」 [Report]

Stanford OpenXChange Seminar: "Learning About Immigration Policies"

Title タイトル: "Learning Together About Immigration Policies & Experiences"
Panelists パネリスト :
Shanto Iyengar, Chair in Communication, Professor of Political Science and Director of the Political Communication Laboratory
Ana Minian, Assistant Professor, Department of History and the Center for Comparative Studies in Race and Ethnicity (CCSRE)
Greg Walton, Associate Professor, Department of Psychology
Date/Time 日時: May 12(Th) 15:30-17:00
Venue 場所: Branner Hall Lounge, Stanford
Website ウェブサイト:
Sponsored by 主催: OpenXChange, CCSRE, El Centro Y Chicano, Immigrants' Rights Law Clinic, Stanford Humanities Center, SIG, Stanford Law School

Panel at the Seminar in Branner Hall Lounge: セミナーでのパネリストのプレゼン
Report (English/Japanese):
At this interactive seminar, three panelists specializing in history and policy of immigration presented their views and analyses on the highly controversial issue, especially in the current presidential election year.
Reflecting their disciplines, their presentations and subsequent discussions tended to emphasize a close link between the immigration issue and racial problems within the context of US politics and policy choices, thus often resulting in rather short-term fluctuations in public interest and enthusiasm in this issue, as some panelist pointed out.
What is missing in this seminar as well as public discussion in the US seems to be the analysis and understanding of long-term cost and benefit of immigration, especially in economic terms, from the national and international viewpoint.
(Reported by T. Miyao)

Stanford Seminar on "Bitcoin and China": スタンフォード・セミナー「ビットコインと中国」 [Report]

Stanford Engineering Seminar: Bobby Lee "Bitcoin & China" (May 11, '16)

Title タイトル: "Bitcoin, China, and Startups"
Speaker スピーカー: Bobby Lee, Co-founder and CEO of BTCC
Date/Time 日時: May 11(W), 2016, 4:30-6:00pm
Venue 場所: NVIDIA Auditorium, Huang Engineering Center, Stanford
Website ウェブサイト:
DFJ Entrepreneurial Thought Leaders Series
Sponsored by 主催: Stanford Technology Venture Program, Business Association of Stanford Entrepreneurial Students

Huang Engineering Center; Bobby Lee's presentation ボビー・リーのプレゼン
"Physical version" of bitcoin, Seminar shown on monitor outside the auditorium
Report: (English/Japanese)
Mr. Bobby Lee with his BS and MS in Computer Science from Stanford is "co-founder and CEO of BTCC, the leading bitcoin financial platform and the longest-running bitcoin exchange worldwide," according to Stanford's event website.
His seminar at the Engineering Center Auditorium has revealed why he has been so successful in this highly controversial business in the tightly regulated country.
After explaining the basic concept and nature of bitcoin, including "bitcoin mining," which itself is an interesting process, he turned to why bitcoin is so popular in China and also how to make a good entrepreneur in China, rather than getting into technological details about bitcoin, such as "blockchain," which most of the audience was interested in.
Furthermore, in taking up the Chinese situation, he emphasized mostly positive aspects (saying "the Chinese like bitcoin because it represents the digital future" and "the Chinese government seems supportive of bitcoin") and minimized the widely believed negative aspects (saying "bitcoin is not so heavily used to evade capital controls in China").
So, this seminar turned out to be a kind of promotional pitch rather than an academic explanation about bitcoin and its acceptance in China.
In any case, he is a terrific salesperson, and it is now understandable why he has been so successful in China for so long.
(Reported by T. Miyao)

Opportunity Conference 2016@CUHK: 香港中文大学でのコンファレンス2016 [Report]

Opportunity Conference 2016@CUHK: 香港中文大学でのコンファレンス2016

Date/Time: April 23 (Sat), 2016, 1:30-7:00pm: 日時:4月23日(土)13:30-19:00
Place: Cheng Yu Tung Building, CUHK: 場所:香港中文大学Cheng Yu Tungビル
Organizer: Business School at CUHK: 主催:香港中文大学ビジネススクール
Theme: HK: Hub of Innovation in Asia: テーマ:香港;アジアのイノベーション・ハブ

Opening Remarks: 14:00 - 14:10
Prof. Jeff YEUNG, Director, MSc, Info & Tech Mgmt, and Dept of DSME, CUHK

Session I: Innovation in Asia: 14:10 - 16:00
[Left] Prof. Kin Chung HO (Open Univ. of HK) “Creating an Innovation Space in HK”, [Right] Prof. Takahiro MIYAO (Tsukuba Univ. & USC) “New Opportunities for IT Innovation and Entrepreneurship” - Right Photo from Facebook

[Left] Ms. Elaine ANN (Kaizor Innovation) “What Can Bruce Lee Teach Us About Innovation for HK”, [Right] Panel Discussion: Moderator, Prof. Walter MOK (CUHK & Stanford Univ.) -- Right Photo from Facebook

Session II: Keynote Address & TI Town Hall Meeting: 16:30-19:00
[Left] Ir Allen YEUNG (Gov. Chief Info Officer) “HK: Hub of IT Innovation in Asia”, [Right] Hon. Charles MOK, JP (HK, Legislative Councillor) “Creating a Bright Future for HK IT Industry”

Town Hall Discussion: Moderator, Prof. Walter MOK (CUHK & Stanford Univ.)

Conference Website:
Conference Facebook:

Hong Kong as Asia's innovation center a la Silicon Valley in the global economy -- that is what outsiders like me might as well expect of this economically vibrant city, which is often ranked number one in international competitiveness and IT infrastructure.
However, surprisingly, at least to me, almost all the speakers at this year's Opportunity Conference at CUHK addressed various problems and obstacles that young people in Hong Kong are facing in trying to start new business as entrepreneurs, much like what I hear about entrepreneurship, or lack of it, in Japan.
It looked like everyone in Hong Kong was doing "soul-searching" and asking what innovation should be of the people, by the people and for the people of Hong Kong, as surprisingly few new ideas and innovations are coming out of this technologically advanced city.
After all, it comes down to the obvious fact that it is not the existing technology or the current standard of living, but the "ecosystem" and "culture" of risk taking for active human interaction and open exchange of ideas to produce innovations and entrepreneurship, which tend to be lacking even among most advanced regions across East Asia, and Hong Kong is no exception.
Having said this, I strongly feel that many young people in Hong Kong seem to be taking a step forward to be true entrepreneurs through excellent entrepreneurship programs at HK's business schools like the one at CUHK. Hopefully, those small steps by individuals will eventually amount to a giant leap for Hong Kong to become a true innovation center in the global economy in the near future.
(Reported by Takahiro Miyao)
世界経済におけるシリコンバレーのような役割を果たすアジアのイノベーションセンター香港 --- これが私のようなアウトサイダーが持つ香港のイメージであり、それはしばしば国際競争力やITインフラのレベルで世界一にランクされる経済的に繁栄するこの都市に期待するものでもある。

Prof. Walter Mok's Class at CUHK in Hong Kong: 香港中文大学でのモク教授のクラス [Report]

Prof. Walter Mok's Class at CUHK in Hong Kong: 香港中文大学でのモク教授のクラス

Date/Time: April 20 (W), 2016, 6:45-9:45pm: 日時:4月20日(水)18:45-21:45
Place: Business School at CUHK: 場所:香港中文大学ビジネススクール
Lecturer: Prof. Walter Mok: 講師:ウォルター・モク教授
Class: "Startup - from Idea to Reality": クラス「スタートアップ:アイデアから現実へ」

Prof. Mok's Class in Cheng Yu Tung Bldg at the Chinese University of Hong Kong
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"In the West, especially in Silicon Valley, investors like venture capitalists often help startup entrepreneurs succeed as advisers or mentors, while investors in the East just sit and wait to be paid back successfully by the startup companies that they invest in," commented by Prof. Walter Mok, when he took up a statement "Don't befriend your VCs" in the video of Guy Kawasaki's lecture on "Top Ten Mistakes of Entrepreneurs" shown at the beginning of his class at CUHK.
That kind of useful suggestions and discussions took place in his very creative and interactive class "Startup - from Idea to Reality" attended by about 40 students, who seemed eager to be successful entrepreneurs themselves.
As Prof. Mok himself is an active scientist and entrepreneur, affiliated with Stanford University, he could give any kind of information and advise that those students need to start their own business in HK or elsewhere.
In fact, CUHK Business School seems quite eager to connect with Silicon Valley, as evidenced by a joint activity like the "EYE (Empowering Young Entrepreneurs) Program" between its Center for Entrepreneurship and Google to boost HK's startups:
For Dr. Walter Mok's background, see the following:
(Reported by Takahiro Miyao)

Stanford Colloquium: Japan’s Great Earthquake & Nuclear Disaster: 5 Years Later [Report]

Japan’s Great Earthquake & Nuclear Disaster: 5 Years Later (March 10, 2016)
Japan Program Colloquium Series@Stanford University:
“The Great Tohoku Earthquake & Tsunami and Fukushima Nuclear Disaster: 5 Years Later”
Date/Time: March 10(Th), 12:00-1:30pm
Venue: Philippines Conference Room, Encina Hall, Stanford
Phillip LIPSCY, Assistant Professor of Political Science, Freeman Spogli Institute Center Fellow, APARC, Stanford University
Daniel ALDRICH, Professor of Political Science, Public Policy and Urban Affairs, and Co-Director of the Masters Program in Security and Resilience, Northeastern University
Kenji KUSHIDA, Research Associate, Japan Program, APARC, Stanford University.
Kyoko SATO, Associate Director, The Program in Science, Technology, and Society, Stanford University
(From left) Dr. Aldrich, Dr. Kushida, Dr. Sato and Dr. Lipscy
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Commemorating the Great East Japan Earthquake, Tsunami and Nuclear accident on March 11, 2011, this timely colloquium presented three speakers with very different attitudes and approaches toward the unprecedented disaster in Japan.

First, Dr. Daniel Aldrich gave a summary of his comprehensive study on differences in casualty rates as well as social recovery rates among towns and villages in the affected regions, and drew an important conclusion, that is, human connections or social capital made a significant difference in most of the cases.
Second, Dr. Kenji Kushida made a visual presentation about what was really happening in and around the Fukushima Daiichi nuclear power plant during and after the accident for the purpose of filling in some information gaps about the nuclear disaster and spelling out some misinformation that is still circulated and widely believed among the public.
Finally, Dr. Kyoko Sato tried to answer the question of why the Japanese who went through the nightmare of Hiroshima and Nagasaki, came to embrace nuclear power as an important source of energy for the nation, however reluctantly, in the postwar period, and applied various social-political models for possible explanations.

Although all these presentations were very interesting and informative, there remained quite a few questions to be asked, such as whether it is appropriate to use "crime rates" to be a proxy for the degree of human connections in Dr. Aldrich's study, whether how "socially," if not academically, significant it is to revise the timeline of the nuclear accident in detail 5 years later, as Dr. Kushida did, and whether we can ignore, as Dr. Sato did, the fact that many Japanese, at least most political and business leaders, were really concerned about the heavy reliance of imported oil and its security and environmental consequences to find any meaningful answer to her question.
It is too bad that there was not much time left for discussions after the three presentations within an hour and a half. Hopefully, some more Q&As will take place at a seminar about nuclear safety to be held on March 11 as a sequel to this colloquium:
(Takahiro Miyao)

Stanford Seminar: Yamaha Motor in Silicon Valley [Report]

Stanford Seminar: Yamaha Motor in Silicon Valley (March 8, 2016)

Silicon Valley-New Japan Project Public Forum Series
Title: Back to the Source: Yamaha Motor’s Challenges on Business Development
Speaker: Hiroshi "Hiro" Saijou, CEO and Managing Director, Yamaha Motor Ventures & Laboratory Silicon Valley Inc.
Date/Time: March 8(T), 2016, 4:15-6:00pm
Venue: Philippines Conference Room, Enc ina Hall, Stanford
Report: by Takahiro Miyao

“I did not want to join Honda, which was number one in the motorcycle industry, and I did not like companies with their headquarters in Tokyo,” said Hiro Saijou, who explained why he chose Yamaha based in a small town to display his fighting spirit, which eventually led him to the current position in Silicon Valley.
In fact, he graduated from Kyushu University, where he apparently learned the spirit of “Kyushu Danji” (Kyushu guys), who brought down the Tokugawa feudal regime and established the new Meiji government in the late 19th century.
This analogy seems perfect, as Japan is now facing another “Kurofune” (Black Ship), not led by Commodore Perry, but by Silicon Valley disrupters, who are seriously challenging Japan’s traditional, if not feudal, way of doing business.
Saijou, who is one of the very few software engineers at Yamaha Motor and thus calls himself as an “alien,” says he always tries to challenge the traditional mindset of his bosses and fellow engineers in Japan, reminding them of the corporate founder’s pioneering philosophy: that is why Saijou chose the seminar title “Back to the Source.”
In his talk, he touched on so many ideas including his social and business objectives, his technological and management approaches, his current and potential projects, etc., which were not necessarily well-organized in presentation, or not even consistent with each other in content. But at the end of the day, a couple of things clearly came through:

First, he likes to do what he does best, that apparently is robotics. After all, he is a software engineer in that field. As a result, he prefers the idea of robots which drive motorcycles, rather than networked vehicles without human or robot drivers, claiming that robot drivers could be more widely and readily utilized than networked vehicles (although his approach would not necessarily serve his original purpose of solving the parking/congestion/accident problems).
Second, his company, Yamaha Motor Corp., seems to be making full use of the contribution of his presence in Silicon Valley and his projects, especially robotics, as a good business and PR strategy to compete with its rivals, Honda and Suzuki (see Nikkei Shimbun, featuring the Shizuoka economy, Feb. 21, 2016).
Finally, it appears that in his business pursuits Saijou is not at all afraid of or intimated by anything, whether it is his company’s president in Japan or it is Google in Silicon Valley. He has his enthusiasm and fighting spirit to challenge the “main stream,” just like a young samurai in Kyushu against the incumbent Shogun government in Edo. Whether he will survive and succeed in his endeavor to initiate a new business trend for the industry remains to be seen, however.

Hiro Saijou's Presentation and Q&A
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Stanford Events on Silicon Valley & Japan [レポート Report]

Stanford University Events on Silicon Valley & Japan/Asia (Feb. 2-3, 2016)

Day 1: February 2, 2016
Symposium “Silicon Valley and Asian Economies”
APARC Japan Program Symposium & NHK World Global Agenda
Time: February 2(T), 3:30-5:00pm
Venue: Bechtel Conference Center, Encina Hall, Stanford
Takeo HOSHI, Director, Japan Program, APARC, Stanford
William BARNETT, Professor, Stanford Graduate School of Business
Francis FUKUYAMA, Director, Center on Democracy, Development, and the Rule of Law, Stanford
Kenji KUSHIDA, Research Associate, Japan Program, APARC
(From left) T. Hoshi, K. Kushida, F. Fukuyama, and W. Barnett
Led by moderator Takeo Hoshi, the three panelists first presented some key words to describe the essence of Silicon Valley, that is, “Harness” for Kenji Kushida, “Social Capital” for Francis Fukuyama, and “Failure” for William Barnett.
Then they spent some time discussing how these key words could symbolize the success of Silicon Valley as the world’s center of innovation.
In this context, they critically examined Asian economies in general and Japan in particular in terms of business structure and government policy regarding innovation.
Some of the challenges that Silicon Valley is facing toward the future were also discussed.
Although all the four Stanford scholars naturally sounded positive and optimistic about the present and future of Silicon Valley, there seemed to be some difference of opinions among them in assessing the potential of Asian and other economies as “true” innovation centers.
While Kenji Kushida emphasizes the unique role that Silicon Valley so far has been and probably will be playing as the global center of innovation, William Barnett sounded more cautious about the future by referring to some of the innovative enterprises in Asia and Latin America.
The Q&A session was quite useful in clarifying the views of the panelists on innovation, creativity and culture.
(Takahiro Miyao)
Day 2: February 3, 2016
Seminar “Chronicles of the Silicon Valley-Japan Relationship and Lessons Learned”
Subtitle: An insider’s view of large firms, startup firms, and entrepreneurs since the 1970s
Time: February 3(W), 4:15-6:00pm
Venue: Philippines Conference Room, Encina Hall, Stanford
Masa ISHII, Managing Director of AZCA, Inc, Visiting Professor, Waseda Business School and Shizuoka University
Masa Ishii's presentation and the lively Q&A Session
After going through the recent history of Silicon Valley and its interaction with Japanese companies including his personal history as a bridge between the two difference business cultures, Masa Ishii explained why many of the Japanese large corporations have failed to take full advantage of the ecosystem of Silicon Valley.
He pointed out the "cronic issues facing Japanese companies in Silicon Valley", which include Japan's inward-looking attitude toward innovation, risk aversion, slow decision-making, etc.
His prescription for Japanese companies to benefit from innovative Silicon Valley culture turned out to be quite simple -- adopt top-down management decision-making system, which more and more Japanese companies are subscribing to, due to technological change and global competition.
In the Q&A session, some doubts concerning the real change in Japanese management culture were expressed, but Ishii replied rather optimistically by saying that emerging companies led by relatively young generation of Japanese managers are actually changing in a desirable direction.
However, the seminar ended with a somewhat pessimistic note both on the part of Masa Ishii and most of the audience in terms of Japan's ability to adapt to the IoT era by developing good networking software rather than sticking to its hardware "mono-zukuri" tradition.
(Takahiro Miyao)