A. Michael Spence

Distinguished Visiting Fellow

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Michael Spence is distinguished visiting fellow at the Council on Foreign Relations (CFR). Previously, Dr. Spence served as the chairman of an independent commission on growth in developing countries, professor emeritus of management in the Graduate School of Business at Stanford University.  He is a senior fellow of the Hoover Institution at Stanford and professor of economics at the Stern School of Business at New York University.

He served as dean of the Stanford business school from 1990 to 1999, where he oversaw the finances, organization, and educational policies of the school. From 1984 to 1990, he served as the dean of the Faculty of Arts and Sciences at Harvard, overseeing Harvard College, the Graduate School of Arts and Sciences, and the Division of Continuing Education. He taught at Stanford as an associate professor of economics from 1973 to 1975. From 1975 to 1990, he served as professor of economics and business administration at Harvard, holding a joint appointment in the business school and the Faculty of Arts and Sciences. In 1983, he was named chairman of the economics department and George Gund professor of economics and business administration.

He is the author of the book, The Next Convergence: The Future of Economic Growth in a Multispeed World (Ferrar, Straus and Giroux, May 2011). He writes monthly comments for Project Syndicate and occasional op-ed pieces in the Financial Times and other major newspapers and magazines.

Dr. Spence is a recipient of the John Kenneth Galbraith Prize for excellence in teaching and the John Bates Clark medal, awarded to an economist under the age of forty, for a "significant contribution to economic thought and knowledge." In 2001, Spence received the Nobel Prize in Economic Sciences.

He earned his undergraduate degree in philosophy at Princeton and was selected for a Rhodes scholarship. He was awarded a BS-MA in mathematics from Oxford and earned his PhD in economics at Harvard.

Dr. Spence has served on the boards of Genpact and Mercadolibre, and a number of private companies. He is a member of the board of the Stanford Management Company. He is a senior adviser to Oak Hill Investment Management and a consultant to PIMCO.

affiliations

  • Bocconi University, clinical professor
  • Stanford University’s Hoover Institution, senior fellow
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At the Shangri-La dialogue in Singapore last week, U.S. Secretary of Defense Pete Hegseth said that the United States would be expanding its defense partnership with India. His statement was in line with U.S. policy over the last two decades, which, irrespective of the party in power, has sought to cultivate India as a serious defense partner. The U.S.-India defense partnership has come a long way. Beginning in 2001, the United States and India moved from little defense cooperation or coordination to significant gestures that would lay the foundation of the robust defense partnership that exists today—such as India offering access to its facilities after 9/11 to help the United States launch operations in Afghanistan or the 123 Agreement in 2005 that paved the way for civil nuclear cooperation between the two countries. In the United States, there is bipartisan agreement that a strong defense partnership with India is vital for its Indo-Pacific strategy and containing China. In India, too, there is broad political support for its strategic partnership with the United States given its immense wariness about its fractious border relationship with China. Consequently, the U.S.-India bilateral relationship has heavily emphasized security, with even trade tilting toward defense goods. Despite the massive changes to the relationship in the last few years, and both countries’ desire to develop ever-closer defense ties, differences between the United States and India remain. A significant part of this has to do with the differing norms that underpin the defense interests of each country. The following Council on Foreign Relations (CFR) memos by defense experts in three countries are part of a larger CFR project assessing India’s approach to the international order in different areas, and illustrate India’s positions on important defense issues—military operationalization, cooperation in space, and export controls—and how they differ with respect to the United States and its allies. Sameer Lalwani (Washington, DC) argues that the two countries differ in their thinking about deterrence, and that this is evident in three categories crucial to defense: capability, geography, and interoperability. When it comes to increasing material capabilities, for example, India prioritizes domestic economic development, including developing indigenous capabilities (i.e., its domestic defense-industrial sector). With regard to geography, for example, the United States and its Western allies think of crises, such as Ukraine, in terms of global domino effects; India, in contrast, thinks regionally, and confines itself to the effects on its neighborhood and borders (and, as the recent crisis with Pakistan shows, India continues to face threats on its border, widening the geographic divergence with the United States). And India’s commitment to strategic autonomy means the two countries remain far apart on the kind of interoperability required by modern military operations. Yet there is also reason for optimism about the relationship as those differences are largely surmountable. Dimitrios Stroikos (London) argues that India’s space policy has shifted from prioritizing socioeconomic development to pursuing both national security and prestige. While it is party to all five UN space treaties that govern outer space and converges with the United States on many issues in the civil, commercial, and military domains of space, India is careful with regard to some norms. It favors, for example, bilateral initiatives over multilateral, and the inclusion of Global South countries in institutions that it believes to be dominated by the West. Konark Bhandari (New Delhi) argues that India’s stance on export controls is evolving. It has signed three of the four major international export control regimes, but it has to consistently contend with the cost of complying, particularly as the United States is increasingly and unilaterally imposing export control measures both inside and outside of those regimes. When it comes to export controls, India prefers trade agreements with select nations, prizes its strategic autonomy (which includes relations with Russia and China through institutions such as the Shanghai Cooperation Organization and the BRICS), and prioritizes its domestic development. Furthermore, given President Donald Trump’s focus on bilateral trade, the two countries’ differences will need to be worked out if future tech cooperation is to be realized.