GLOBIS SV G1 Summit part 1: "A New Golden Age of the US-Japan Alliance amidst AI in a fractured world"

The G1 Summit in Silicon Valley, convened last week in Half Moon Bay by GLOBIS, is a leadership forum built on a simple but demanding premise: ideas only matter if they lead to action. Its principles are to make proposals rather than criticize, to act rather than stay theoretical, and to cultivate self‑awareness as leaders with responsibility for society. I’ll be sharing my experiences joining this summit during the next few weeks.

I attended the GLOBIS SV G1 Global event wearing two hats: as a GLOBIS MBA alumna and on behalf of Japan Consulting Office. That dual perspective shaped how I listened. I was not there just to absorb ideas, but to understand what they mean for Japan–US business, policy, and leadership in practice.

From the very first plenary, one message was clear. Japan is investing deeply in the United States, financially, strategically, and emotionally. This is not passive capital flow. It reflects a shared belief that Japan and the US are entering a new phase of cooperation, one that feels less ideological and more grounded in mutual need.

A strong relationship, seen without illusions

Several speakers emphasized how strong the Japan–US relationship is, and how compatible the two countries remain. Japan was repeatedly described as the most stable partner the US has. Hearing this at G1 mattered, because it was paired with honesty rather than flattery.

Japan may be stable, but the US is not always predictable. That unpredictability is something Japanese leaders actively factor into decision‑making. A leadership meeting in Asia later this spring was mentioned as potentially instrumental, highlighting how carefully Japan is watching regional dynamics and power balances.

There was optimism in the room, but it was a disciplined optimism. Japan is confident, not naïve.

Security and technology as shared foundations

Security came up repeatedly, not only in military terms but as the basis for economic resilience. Japan’s increased defense spending was framed less as a dramatic shift and more as a long‑overdue adjustment. The underlying goal is to strengthen Japanese business and protect long‑term growth.

Technology sits at the center of this shift. Advanced Japanese companies, including many smaller firms, are increasingly relevant in defense and dual‑use technologies. This is where Silicon Valley becomes strategically important, not just symbolically but operationally. Japan’s connection to global tech ecosystems is no longer optional.

There was also a strong awareness of responsibility. Japan’s postwar experience, where military technology was often dual‑use by necessity, gives it credibility when talking about guardrails, especially around AI. This is not abstract ethics. It is lived experience.

Japan as a counterweight to chaos

One of the most striking themes was how much global chaos is now affecting business. Short‑term thinking, political volatility, and institutional dysfunction are no longer confined to headlines. They shape investment decisions and supply chains.

Against that backdrop, Japan was described as a model of predictability and long‑term orientation. What resonated with me was that this stability is not passive. Japan is investing, modernizing, and recalibrating while staying levelheaded. That combination is increasingly rare.

Navigating US politics from the outside

The discussion around US political dynamics was unusually candid. From Japan’s perspective, predictability and structure often matter more than personality. Bureaucratic clarity can be easier to work with than centralized, improvisational leadership styles, especially for organizations that plan in decades rather than election cycles.

There was also frustration about how social media and extreme partisanship have hollowed out serious policy debate. For businesses operating globally, this lack of coherent long‑term foreign strategy creates real risk. It was striking how openly this was discussed in a Japan‑led forum.

China, ASEAN, and the countries in between

On China, the tone was pragmatic rather than ideological. Demonizing countries was widely described as a losing strategy. Japan was positioned as uniquely capable of helping the US engage more constructively, precisely because it understands the region and its trade‑offs.

A recurring point was that many countries do not want to choose sides. ASEAN nations are moving quickly and pragmatically. If the US does not articulate a long‑term strategy, middle countries will coordinate among themselves on defense, technology, and industry. Leadership vacuums get filled, just not always by those who expect to fill them.

Markets, money, and measured realism

The conversation around de‑dollarization was notably calm. While alternatives are developing, the consensus was that the dollar remains dominant, particularly in trade settlement and financial markets. Technology, security, and capital markets remain deeply intertwined.

What stood out was the lack of alarmism. This was not a discussion about collapse, but about adjustment. There will be geopolitical hotspots, but that does not automatically translate into systemic breakdown.

A more confident Japan

What stayed with me most after the session was how clearly Japan sees itself right now. Japan is ambitious. It views itself as a bastion of stability with steady leadership. It wants a strong alliance with the US, while also building its own capacity and asserting its own judgment.

This is a Japan that is comfortable disagreeing when necessary. Not confrontational, but confident. For those of us working at the intersection of Japan, the US, and global business, this shift is not theoretical. It is already shaping conversations, investments, and partnerships.

G1 did not present easy answers. What it offered was clarity about where Japan stands, and why that matters now more than ever.

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