Yanwen’s blog

The diplomatic “honeymoon” between China and the U.S. continued after the establishment of formal relations. On January 31, 1979, just 30 days after diplomatic ties were established, U.S. President Jimmy Carter and Chinese leader Deng Xiaoping signed the U.S.-China Science and Technology Cooperation Agreement (STA), the first major accord between the two nations.

At the time, one of the U.S.'s key objectives was to counter Soviet influence during the Cold War and later to help integrate China into the global system.

Now, 45 years later, the fate of the agreement is uncertain. With the Soviet Union’s collapse and the end of the Cold War, one of the STA's original purposes has faded. The Biden administration has delayed its decision on the renewal until after Election Day on November 5. On the positive side, both countries are continuing discussions on the agreement.

Looking at the broader picture, renewing the STA would enhance cooperation on global challenges. During the Obama years, science and technology (S&T) collaboration played a key role in addressing pressing issues like climate change, health crises, pandemic preparedness, and clean energy innovation—areas where joint efforts could greatly benefit the world.

Moreover, in an era of increasing U.S.-China tensions, maintaining scientific exchanges could act as a stabilizing force, providing a channel for communication and fostering trust between scientific communities.

Historically, joint research under the STA has led to significant advancements, spurring innovation through collaboration. Continued cooperation in fields like medical research, clean energy, and artificial intelligence could accelerate progress in ways individual country alone might take longer time to achieve.

Additionally, renewing the STA could offer American companies, universities, and research institutions access to China’s vast human and financial resources, particularly in key sectors like quantum computing, biotechnology, and renewable energy, bolstering innovation and competitiveness through cross-border collaboration.

As we stand at the crossroads of renewing the U.S.-China Science and Technology Cooperation Agreement, it’s clear that the world has changed dramatically since its inception in 1979. While the Cold War's dynamics may no longer apply, the need for global collaboration has never been more urgent. In the face of common challenges like climate change, pandemics, and technological advancement, maintaining cooperation is vital.

Yesterday, I wrote about a memoir from a staff member at the Chinese Liaison Office in the U.S. in 1973. Some fascinating details from that time offer a glimpse into the challenges they faced.

After purchasing the Windsor Park Hotel, the Liaison Office moved in at the end of 1973. Their first task was to transform the hotel into a functioning office. The Chinese government dispatched a small construction team of about 10 people, with only five skilled workers. Given the scale of the renovation, they were drastically understaffed. Lacking funds to hire local labor, they had no choice but to do the work themselves.

A Chinese saying, "艰苦奋斗，自力更生" (Jiānkǔ fèndòu, zìlì gēngshēng) means "enduring hardship and striving, relying on oneself for survival." In this spirit of enduring hardship, independence and frugality, the Liaison Office decided to mobilize all staff to help. Diplomats and employees alike threw themselves in the manual labor, renovating the lobby, entrance hall, banquet room, and several reception areas. This involved demolishing walls, raising ceilings, and polishing terrazzo floors—all done largely by staff members, including Director Huang Zhen. The female staff, led by Huang's wife, took charge of wallpapering, painting doors and windows, and sewing curtains for the entire building.

The backyard was an overgrown, uneven lot. Over weekends, the staff cleared weeds, leveled the ground, and transformed most of it into a parking lot and sports field, with a small portion turned into a vegetable garden. This was completed in just over a month. A green-thumbed staff member took the initiative to plant vegetables, soon joined by others, creating a thriving garden.

After the renovation, the entire hotel was beyond recognition, earning praise from visitors. One even remarked, "You’ve turned an old hotel’s dining room into a Great Hall of the People-style lobby. That’s very impressive!"

In 1973, the author’s monthly salary was just over $30—essentially one dollar a day. China was still one of the poorest countries globally, with a per capita GDP of around $160-170. Roughly 80% of the population lived in rural areas, mostly engaged in subsistence farming. Industrial output was low, infrastructure underdeveloped, and living standards modest. This scarcity explains why the Liaison Office had to take a self-reliant and frugal approach for the renovation.

Despite these hardships, the early 1970s marked a "honeymoon period" in U.S.-China relations, a rare moment of cooperation and optimism. Perhaps this was due to China’s struggles with extreme poverty at the time. However, just as China will never return to that era of poverty, it seems unlikely that China and the U.S. will ever fully return to their diplomatic honeymoon. The world has changed, and so have the dynamics between these two global powers.

Yesterday, I read a fascinating memoir by a staff member from the Chinese Liaison Office in the U.S., established in 1973. The article, titled "The Bits and Pieces of the Work around the Establishing of the Liaison Office in the U.S." (驻美联络处, Zhù Měi Liánluò Chù, the Liaison Office in the U.S.), recounts the early days of this important diplomatic mission.

The author was part of the first group to arrive in Washington, D.C., on May 28, 1973, alongside Director Huang Zhen, as they set up the Liaison Office.

Several aspects of the memoir stood out as worth exploring further. First, it's important to recall that President Nixon's historic visit to China took place on February 21, 1972. Just a year later, Liaison Offices were established in both the U.S. and China. Premier Zhou Enlai is credited with coining the term "Liaison Office" as a diplomatic workaround. This allowed American and Chinese personnel to work in each other’s capitals and engage diplomatically without the formal recognition that embassies would require. 

The creation of these offices marked a significant step in gradually restoring U.S.-China relations. They became key channels for high-level communication and cooperation, laying the important groundwork for full diplomatic relations, which were eventually formalized in 1979 under President Jimmy Carter. By then, the Liaison Offices in Washington, D.C., and Beijing were upgraded to full embassies.

In her memoir, the author recalled a pivotal moment before Huang Zhen officially took his post as head of the Liaison Office. Chairman Mao personally received Huang and emphasized that the Liaison Office would be "even more important than an embassy." Typically, an embassy has a single ambassador with full authority, but at the Liaison Office, both the director and deputy director held ambassadorial rank, underscoring the high priority the Chinese government placed on this office.

While the establishment of the Liaison Office is central to the memoir, it’s the smaller details that add depth. One such detail is the author’s account of her sudden reassignment. At the time, she was working on Norwegian diplomatic affairs, preparing for the visit of the Norwegian Prime Minister to China. Unexpectedly, shortly after returning to Beijing from Guangzhou on May 18, she was informed she would leave for Washington just 10 days later, on May 28, to help establish the Liaison Office, giving her no time for any personal arrangements.

Reading her memoir reminded me of similar accounts from American staff who served in China during this period --Life in the US Liaison Office in Peking. Many brought their families with them, and photos show children playing and adapting to life in Beijing. It made me wonder—what about the author's family? Did her children join her on this momentous journey to Washington, just as American diplomats' families were part of the experience in Beijing?

The establishment of the Liaison Office in 1973 marked a turning point in U.S.-China relations, symbolizing cautious progress toward mutual understanding and door-opening. Memoirs like this offer a glimpse into the personal sacrifices and rapid changes that accompanied these diplomatic efforts. As we reflect on these initial door-opening moments, let us remember the sacrifices and detailed work of the people who helped build bridges between the two countries.

I recently read that Apple plans to open an extensive research lab in Shenzhen, China. In conversations with my relatives, they highlighted China’s strong standing in the IT sector. What’s interesting is that, despite geopolitical pressures leading Apple to shift iPhone production to India, the Chinese market remains critical for Apple’s global strategy.

This new research lab appears to be a calculated move to secure Apple's place in China, the world's largest smartphone market, while facing increasing competition from domestic players like Huawei. While Apple is diversifying its production, China’s high-value consumer base still offers immense opportunities.

As of 2023, India’s population overtook China’s, reaching 1.43 billion compared to China’s 1.41 billion. Despite this, iPhone’s market share in India was just 4.11% as of June 2024, much lower than its 14% share in China. 

This contrast stems from several factors, including India’s lower GDP per capita, which is projected to be $2,730 in 2024, compared to China’s estimated $13,140. The Indian market is more price-sensitive, with the majority of consumers opting for budget and mid-range smartphones, whereas iPhones are positioned as premium devices. Chinese consumers, by comparison, have shown a greater appetite for high-end products, contributing to Apple's larger share.

Apple’s Shenzhen research lab aims to leverage local talent, data, and consumer behavior to remain competitive in China. Unlike India, where no domestic brand directly challenges Apple, it faces significant competition in China from Huawei, which is making a strong comeback. This R&D hub could play a vital role in helping Apple tailor its products to local preferences and accelerate innovation in response to market demands.

A well-known Chinese saying from Sun Tzu’s The Art of War—知己知彼，百战不殆 (zhī jǐ zhī bǐ, bǎi zhàn bù dài)—which means "Know yourself and know your enemy, and you will never be defeated in a hundred battles," aptly describes Apple’s strategy. By understanding the market, competition, and its own strengths, Apple is positioned to thrive amid fierce competition.

As the tech landscape continues to evolve, Apple’s ability to innovate and respond to local market dynamics will be crucial for its ongoing success. Establishing a research lab in Shenzhen reflects Apple’s effort to balance global strategies with local insights, ensuring its relevance in one of the world’s most competitive markets.

There are many topics I’d like to write about—books, history, current events, and my own life stories, both past and present, as well as news from China.

Recently, I came across an inspiring story about the Kubuqi Desert (库布齐沙漠) (Kù bù qí shā mò). Located in the southern part of Inner Mongolia, it is the 7th largest desert in China, covering approximately 18,600 square kilometers (7,200 square miles), about the same size as the U.S. state of New Jersey. Notably, it is the closest large desert to Beijing, situated about 800 kilometers away. The Kubuqi Desert has a long history, stretching back over 3,000 years to the Western Zhou Dynasty.

What makes this story extraordinary is that the Kubuqi Desert has become a global model for desert reclamation and ecological restoration. Through large-scale desertification control efforts, one-third of this once barren land has been transformed into plant-covered areas, even showing promise for agriculture.

In 1988, the Elion Resources Group spearheaded this ambitious project, combining government policy, corporate involvement, and community engagement. Over the past three decades, this collaboration has achieved what many would consider a miracle. Using a mix of afforestation, water management, sand-fixing technologies, and research on drought-resistant plants, along with strong community participation, the yellow has gradually turned green. 

Today, one-third of the arid wasteland is now thriving oasis, home to sand willow forests, grasslands, and even a thin layer of soil, indicating that the land may one day support farming. 

Also important, the desert reclamation has drastically reduced the frequency of sandstorms, once averaging 50 sandstorms a year, now just one annually.

Over 100,000 local people have been lifted out of poverty through innovative initiatives such as tree planting, licorice farming, and solar energy projects, proving that ecological restoration can go hand in hand with economic development. Also the sand sedimentation is drastically reduced in the Yellow River because of this. 

In 2017, Time magazine highlighted the significance of this project in an article titled China’s Greening of the Vast Kubuqi Desert is a Model for Land Restoration Projects Everywhere—a true testament to the power of human innovation and collaboration in the face of environmental challenges.

The Kubuqi Desert’s transformation is an example of what is possible when innovation, determination, and collaboration come together. This once barren expanse now serves as a symbol of hope—for both China and the world—proving that humanity has the capacity to heal the planet, one desert at a time, reclaiming both land and the future.