In any defense establishment, change is an ongoing process. However, despite the best of intentions, existing bureaucracies, bound by habit and years of socialization, have their limits in implementing transformative change.
Anit Mukherjee
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Chinese Vice President Wang Qishan recently said that the “post-war international order” has “come to collapse.”
Source: Print
Chinese vice-president Wang Qishan recently said that the “post-war international order” has “come to collapse”.
The vice-president was speaking at the World Peace Forum, organised by Tsinghua University in Beijing, on 8 July. His message to the world was simple – it’s time to “jointly build an international order that is fair and equitable”. Others at the forum echoed his sentiments.
Whether it was the former Belgian Prime Minister and president of the European Council, Herman Van Rompuy, or the former Russian minister of foreign affairs, Igor Ivanov, leaders underlined that the “multilateral order is under threat”. Ivanov went as far as suggesting that “the old world order” was “already over”. Little, however, was said about how a new world order could be created. What this architecture would look like was a question that went largely unaddressed.
Former Director, Carnegie India
Rudra Chaudhuri was the director of Carnegie India. His research focuses on the diplomatic history of South Asia, contemporary security issues, and the important role of emerging technologies and digital public infrastructure in diplomacy, statecraft, and development. He and his team at Carnegie India chair and convene the Global Technology Summit, co-hosted with the Ministry of External Affairs, Government of India.
Former Associate Research Director and Fellow, Carnegie India
Anirudh Burman was an associate research director and fellow at Carnegie India. He works on key issues relating to public institutions, public administration, the administrative and regulatory state, and state capacity.
Carnegie India does not take institutional positions on public policy issues; the views represented herein are those of the author(s) and do not necessarily reflect the views of Carnegie, its staff, or its trustees.
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