South Asia

David Eaves and Ben McGuire detail what Canada can learn from a tiny country that devised a coordinated, efficient system to serve its citizens using what's called platform government.

Richard Verma’s two-year tenure as U.S. Ambassador to India concluded last month with the new incoming presidential administration. During his time in New Delhi, Verma established himself as one of the most consequential envoys to ever occupy the prestigious post once held by such foreign policy legends as John Kenneth Galbraith and Frank Wisner. The first Indian American to serve in the role, Verma leaves behind a far-reaching legacy. He raised the U.S-India strategic partnership to unparalleled heights in virtually every arena of bilateral cooperation while serving as a skilled and talented public diplomat.

Indian Prime Minister Narendra Modi traveled to Washington last week, making his fourth trip to the United States since taking office just two years ago. India and South Asia Program Fellow, Ronak Desai examines the strategic approach to India's relations with the United States.

Many energy consumers, and even analysts and policymakers, confront and frame energy and climate risks in a moral vacuum, rarely incorporating broader social justice concerns. Here, to remedy this gap, we investigate how concepts from justice and ethics can inform energy decision-making by reframing five energy problems — nuclear waste, involuntary resettlement, energy pollution, energy poverty and climate change — as pressing justice concerns.

Al-Qaida has established a metanarrative that enables it to recruit militants and supporters. The United States and its allies can challenge its ability to do so by delegitimizing the ideological motivations that inform that metanarrative.

During the Climate Change Conference in 2009, the Obama-BASIC meeting was a watershed, saving Copenhagen from a complete collapse and also marking the emergence of the BASIC quartet as a major force in international climate policy diplomacy.

Many academics and policymakers argue that the removal of leaders is an effective strategy in combating terrorism. Leadership decapitation is not always successful, however. A theory of organizational resilience explains why some terrorist organizations survive decapitation. Application of this theoretical model to the case of al-Qaida reveals that the deaths of Osama bin Laden and other high level al-Qaida operatives are unlikely to cause significant organizational decline.

"Getting second-rung leadership right is important for any enterprise, and for al Qaeda that meant assuring the brand and building network capacity for terror. Bin Laden was careful about deciding who would be anointed with two powerful gifts—his blessing of leadership, and formal affiliation of groups to al Qaeda central (a term he heard used by the media and, amazingly, appropriated)."