Microsoft IT outage: Global services slowly recovering after bug causes chaos

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2 days before

By Robert Greenall, BBC News

EPA Queues at Mexico City International AirportEPA

Companies and services are carefully recovering after a severe IT outage on Thursday and Friday temporarily affected computer systems.

Companies, institutions, hospitals and flights were among the worst-hit after cyber-security strong Crowdstrike issued a malfunctioning software update which affected Microsoft Windows.

Crowdstrike’s CEO apologised for the disruption and said a resolve had been issued, but admitted it could be” some day” before all systems were back up and running.

Users anticipate some delays and delays to continue through the trip, even though some flight services are beginning to return to regular after thousands of flights were canceled.

Numerous businesses are currently dealing with orders that have been delayed and that have been delayed, which may take days to arrive.

Health service in Britain, Israel and Germany also suffered problems, with some businesses cancelled.

The extent to which a solitary program problem could have such a large impact has been sparked by the global chaos and concerns about how vulnerable the interconnected technologies of the world are.

The problem began at 19: 00 GMT on Thursday, affecting Windows users running security applications CrowdStrike Falcon, according to Microsoft, though the entire amount of the issue simply became apparent by Friday morning.

However, by Friday night, the problems were easing in some parts of the world, with many airports reporting that the majority of flights were then operating despite issues with the check-in and settlement systems.

And the business Downdetector, which looks at websites that may be having technical problems, revealed fewer websites in the UK that were having troubles by the end of the day.

Crowdstrike CEO George Kurtz reported on X that a bug was discovered “in a second content release for Windows visitors.”

” We’re profoundly sorry for the impact that we’ve caused to clients, to travellers, to people affected by this, including our business”, he told the NBC channel.

” Many of the buyers are rebooting the program and it’s coming off and it’ll be functional.

” It could be some time for some techniques that really automatically did n’t return, but it is our goal… to make sure every user is completely recovered.”

Microsoft has also stated that there may be need to reboot several times, with some users reporting up to 15 reboots before the issue is fixed.

Also, tech experts say Crowdstrike’s fix will have to be applied separately to each and every device affected.

Concerns about Crowdstrike’s influence as one of the largest operators in the cyber-security market and the wisdom of having such a sizable portion of the sector under the control of just a small number of businesses are likely to be raised now.

Crowdstrike’s shares fell by around 12 % on Friday, at the expense of rivals SentinelOne and Palo Alto Networks.

The issues were first identified in Australia, and they may have been most acutely felt in the air travel sector.

Airports saw delays, with long queues as flights were cancelled or delayed, aircraft grounded and passengers stranded.

Some saw additional staff drafted in to manually check in passengers.

By 18: 00 GMT, aviation data from Cirium suggested that more than 4, 000 flights- or 3.9 % of the total- had been cancelled so far on Friday, though the figure may also include flights cancelled for other reasons.

Payment systems, banking and healthcare providers around the world were affected.

According to some experts, the outage may also have a longer-term impact because businesses struggle to pay their employees ‘ wages, especially when they are paid weekly.

Some railroads issued warnings about delays, and both Sky News and ABC Australia lost power.

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US scrambling to restock missiles for possible Taiwan war – Asia Times

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By leveraging the production capacities of critical allies like Japan and Australia, the US Navy’s novel, affordable sea hit weapons program aims to recharge dangerously depleted stockpiles of long-range strike munitions in a possible Taiwan conflict.

The US Navy has begun a search for industry input on a novel medium-range maritime strike weapon, the” Coalition Affordable Maritime Strike Weapon System” ( CAMS ), according to a report released this month from Breaking Defense, with plans to start production by the year 2027.

Breaking Defense says the July 16 call shows a need for an affordable, widely sellable tool system deployed across several domains—air, floor and sub-surface. This program addresses the declining returns that some coalition partners are facing in maintaining and modernizing their mid-range maritime strike capabilities.

According to the Breaking Defense report, CAMS is designed to strike targets at a minimum of 140 nautical miles, with adaptability for launches from aircraft’s vertical launch systems (VLS ) and at altitudes up to 40, 000 feet.

It mentions that the US Navy intends to develop a system that will cost about US$ 1.5 million per product and have a production capacity of at least 250 rounds per year.

According to Breaking Defense, the program aims to leverage global interest and increase the capacity for collective defense use of munitions production while the specific coalition nations that are interested in CAMS remain unnamed.

The Ukraine war has shown that large-scale industrial wars of attrition are here to stay, with the industrial capacity to manufacture and replenish precision-guided munitions ( PGM ) a key strategic-level decisive factor.

Seth Jones warns that the US may face a munitions shortfall in a potential conflict with China, especially for long-range PGMs, in a report from January 2023 for the Center for Strategic and International Studies ( CSIS ) think tank. Jonese points out that this might prevent the US from continuing to fight in the Taiwan Strait.

Jones raises questions about the preparation of the US defence industrial base as the country reports that China’s price of acquiring high-end arms techniques is said to be five to six times faster than the US.

He highlights that it can take two years to replace certain missile types, such as the Patriot PAC-2/PAC-3, Tomahawk Block V, Joint Air-to-Surface Standoff Missile ( JASSM) and Precision Strike Missile ( PSM).

Jones mentions that CSIS war game suggest that in a three-week issue, the US may destroy over 5, 000 long-range weapons, with critical shortfalls occurring within the first year.

Further, according to a US Congressional Research Service ( CRS ) report from October 2023, significant consolidation in the US defense sector may have weakened competition, potentially leading to higher costs and less innovation.

According to the CRS report, reliance on a small number of manufacturers, particularly for sophisticated devices like PGMs, raises the possibility of offer disruption and national security concerns.

Additionally, it asserts that the US relies on foreign sources for corporate and crucial elements, which could prevent the production and distribution of precision-guided weapons in times of issue.

In response to potential output bottlenecks in US PGM, the US has considered co-production with friends like Japan and Australia.

The US Department of Defense ( DOD ) reported in March 2024 that the US is working with allies to increase defense production capabilities.

According to the statement, US Undersecretary of Defense for Acquisition and Supportment William LaPlante cited the Ukraine conflict as a turning point for increased global cooperation in producing crucial weapons before the US Senate Appropriations Committee’s Defense Subcommittee.

The US&nbsp, according to the DOD, is expanding this cooperative model to include PSM munitions and the Guided Multiple Launch Rocket System ( GMLRS ), with plans to collaborate with Japan to create missile defense interceptors.

It notes that this strategic move aims to protect allied security industrial bases, particularly in response to Russia’s increased military investing, estimated now at 7 % of GDP, and China’s boom in military result under its military-civil integration development strategy.

In a March 2024 New York Times article, Damien Cave reported that the US is partnering with Australia to ramp up the production of precision-guided munitions.

Cave mentions that US and Australian defense companies are working together to create artillery shells and guided missiles, like the GMLRS, in accordance with US DOD specifications.

He asserts that these weapons will replenish US stockpiles and be accessible for sale to allies, noting that US munitions stockpiles have been stretched by the conflict in Ukraine and Gaza.

Cave points out that the former’s expansive interior houses Australian production facilities for US munitions, with the Benalla munitions factory and Mulwala explosives factory playing important roles.

However, Japan’s and Australia’s defense industries are struggling to increase PGM production due to their small, aging workforces and lack of production bases.

Valerie Insinna mentions that Japan’s defense sector is dealing with an aging workforce and a shrinking supply chain in a June 2024 Breaking Defense article.

In order to address those issues, Insinna points out that the” Act on Enhancing Defense Production and Technology Bases” ( also known as the” Act on Enhancing Defense Production and Technology Bases ) is being revived in Japan.

The law encourages advancements in manufacturing productivity and cybersecurity, and rewards achievement of goals.

However, Insinna points out that these reforms may be too little, too late in the current volatile strategic landscape. She adds that the Japanese defense sector faces additional challenges, such as labor shortages brought on by an aging population and the need to incorporate cutting-edge technologies like robotics and AI.

Gordon Arthur claims in a Defense News article this month that Australia’s domestic small and medium enterprises ( SMEs ) are hampered by the government’s preference for large foreign contractors like Lockheed over domestic small and medium enterprises ( SMEs ).

Arthur points out that Australia does n’t have a clear path for the gradual transition of PGM production from large contractors like Lockheed to Australian SMEs.

He notices that there are more and more calls for the Australian government to support SMEs ‘ capacity-building initiatives. Additionally, he points out the strategic need for an indigenous defense sector that can deal with upcoming conflicts.

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Chip stocks drop on report US plans to tighten China curbs

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Tech stocks have fallen all over the world due to concerns about the worldwide computer chip market.

Following a statement that the Biden administration might be set to even tighten limitations on the export of transistor technology to China, the selloff occurred.

The concerns were heightened by Donald Trump’s comments that Taiwan, the largest manufacturer of cards, should foot the bill for its own defense.

In the US, the tech-heavy Nasdaq index closed 2.7 % lower, while chip companies have also tumbled in Europe and Asia.

In Asia, semiconductor equipment manufacturer Tokyo Electron was down by about 9.5 %, while chip manufacturer TSMC was trading more than 3 % lower in morning trade on Thursday.

That came after Nvidia closed 6.6 % lower in New York on Wednesday, while AMD lost more than 10 %.

In Europe, stocks in ASML, which makes device making systems, tumbled by about 11 %.

The declines come after Bloomberg News reported on Wednesday that the US federal is preparing to establish its tightest restrictions on semiconductor manufacturing equipment on China if businesses like ASML and Tokyo Electron continue to grant the nation access to their superior device technology.

When the BBC contacted ASML, the organization declined to comment. A post demand was not immediately addressed by Tokyo Electron.

The BBC has also contacted the US Commerce Department for a declaration.

China’s access to advanced device engineering has previously been restricted by the Biden management.

In October, it restricted exports to China of advanced semiconductors used in artificial intelligence ( AI ) technology.

Mr. Trump’s comment on Taiwan even made hints about potential disruption of global chip materials.

Taiwan produces most of the world’s developed cards.

” Regardless of the outcome of the votes… I think we will see the US enhance some of the limits” said Bob O’Donnell, general scientist at TECHnalysis Research.

” How much they will get it, though, is the great problem”.

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JD Vance as VP: China focus, less help for Ukraine – Asia Times

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After weeks of sportsmanship and debate, JD Vance has emerged as Donald Trump’s 2024 going partner and the heir apparent to the America First activity.

The first-term Ohio lawmaker has little political experience, let alone any experience with foreign plan, with less than two years in Congress to his credit.

But Vance represents a clear withdrawal from the Ronald Reagan-era international policy sights that characterised Trump’s past vice president, Mike Pence. Pence spent a lot of his time in the office making trips to reassure US allies and partners abroad, giving speeches intended to give proper clarity to Trump’s frequently unexpected actions.

As Trump’s sin political pick, Vance’s international policy views could prove equally important if the previous president is re-elected in November. What might a Vance evil president mean for the rest of the world, then?

An’ Asia-First’-style internationalist on Ukraine

Vance is one of the many Democrat” Asia First” politicians who wants to refocus the nation’s resources on halting China’s expansion and restrain US attention from Europe.

He has gained a reputation as one of the most vocal critics of continued US assistance to Ukraine in Congress, calling on Western allies to” move up” their own military efforts to Kiev and saying the US has “provided a cover of safety to Europe for far too much.”

Only after Russia’s war in February 2022, in truth, Vance frankly declared:

I have to be honest with you, I do n’t care what happens to Ukraine in any way.

Vance maintains that he is not in favor of the US leaving” Europe.” Instead, he wants to concentrate on the more pressing threat that the US faces from China, which he claims is the true enemy of.

An economic republican on China

Vance describes his place on China as a” noteworthy economic nationalist explanation.” He claims that” we should be making more of our stuff” even at the cost of a” couple basis points GDP” and that increasing support for US manufacturing is a way to directly counteract China’s rise.

Vance predicts that lifting tariffs on Chinese imports will open up financial prospects in Rust Belt states like Michigan, Ohio, and Pennsylvania.

Notably, he has also praised President Joe Biden’s 2022 CHIPS and Science Act, aimed at boosting local silicon chip producing so the US is better compete with China and other countries, as a “great piece of legislation“.

Vance has co-sponsored regulations that would revoke China’s favorite trade position, a move that could be very disruptive for the world economy, despite the US and its allies maintaining regular trade relations with China since its accession to the World Trade Organization in 2000.

A ‘ fan of AUKUS ‘

Vance has spoken a little about US alliances in Asia, but he has spoken a lot about them. He wants to reorient the US toward the Indo-Pacific region to counter China.

He gave Australia a brief nod when he described himself as a “fan of AUKUS” during remarks at the Munich Security Conference in February of this year.

In the broader region, Vance has said he wants to” try to promote” US allies with aligned interests, while encouraging” those who are a little bit more on the fence to think about things from our perspective”.

He has argued that Taiwan’s economic support can be based on the fact that China has pledged to retake it by force and that it must be protected because there is a chance that an invasion will “decimate our entire economy.”

A shape-shifter on climate change

Vance’s position on climate change changed when he ran for the US Senate in 2022, like some of his other views.

In 2020, he spoke of the” climate problem” facing the United States– but when seeking Trump’s endorsement for the Senate, he described himself as “skeptical” of human responsibility for climate change.

Additionally, he vowed to abolish electric vehicle tax credits in the US.

An heir to the’ America First ‘ agenda

Vance has previously cited foreign policy as a significant factor in his backing of Trump.

In early 2023, when many Republicans were backing Florida Governor Ron DeSantis ‘ presidential ambitions, Vance wrote an op-ed supporting Trump’s campaign and lauding his first term as” the first real disruption to a failed consensus” in US foreign policy.

In the piece, Vance praised Trump’s” successful foreign policy” as the “most important part” of his legacy, saying he” started no wars” and pushed for the United States to “take more responsibility for its own defense”.

Previous vice presidents have criticized the office because of its subsidiary nature and limited authority in comparison to the presidency. There is every chance that in a second Trump presidency, the position would be no different.

However, Biden has demonstrated how vice presidents can carved out their own positions as key advisors, particularly in terms of foreign policy. And with Trump’s support, Vance could be well-positioned for a presidential campaign in 2028.

Vance’s shape-shifting views make it difficult to forecast exactly what his role as Trump’s deputy could mean for the Indo-Pacific region. However, it may be crucial to comprehend the contours of a second Trump term or, in fact, a future Vance administration by paying close attention to his foreign policy philosophy as it develops in the upcoming months.

At the University of Sydney’s United States Studies Center, Ava Kalinauskas and Samuel Garrett work as researchers.

The Conversation has republished this article under a Creative Commons license. Read the original article.

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Syed Ahmad Fuqaha believes there’s blue in the red ocean, and, in letting startups fail while it’s cheap

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  • 10th month as&nbsp, businessman with Katsana, an business mobility solutions provider
  • Shutting down a significant item taught difficult lessons about adapting to business challenges.

Syed Ahmad Fuqaha, founder/CEO of Katsana, from row, right, with his team.

” To cultivate fresh companies, you have to let them fail. Let them flunk when they are still on the cheap, soars Syed Ahmad Fuqaha, the founder and CEO of Katsana, who founded it in April 2014. Reflecting on a decade of entrepreneurship, he does n’t mince words about the company ecology:” Currently, there’s almost no street to fail. It’s the epitome of entrepreneurs. Innovation is about failing, failing strong and profitably. If someone wanted to know what the government should be doing, I’d suggest they may provide more chances of failing.

As his business celebrates its 10th anniversary, Fuqaha activists for a dramatic change in how we nurture fresh companies. His message is clear: make more options for startups to neglect quick and inexpensively. It’s a theory that flies in the face of some government initiatives, which Fuqaha, who was a boss with business JomSocial which was sold in 2013 to a Silicon Valley company, &nbsp, sees as extremely safe. In his watch, real innovation thrives on the freedom to take risks, slip, and study from those mistakes. &nbsp,

This counterintuitive approach to developing technology has shaped Fuqaha and Katsana’s voyage from a budding company to a focused business provider offering integrated fleet solutions&nbsp, with&nbsp, over 3, 600 customers, while offering useful lessons for entrepreneurs. Along the way he has raised US$ 1.39 million ( RM6.5 million ) in funding from Axiata’s Digital Innovation Fund ( ADIF ) managed by Intres Capital in 2016&nbsp, and US$ 535, 200 ( RM2.5&nbsp, million ) in&nbsp, venture debt from Malaysian Debt Ventures ( MDV ) in 2022. &nbsp,

Lesson 1: Understand when to cut your loses

Syed Ahmad Fuqaha believes there’s blue in the red ocean, and, in letting startups fail while it’s cheapFuqaha’s words are n’t just rhetoric – they’re born from experience. The rise and fall of DriveMark, one of the bank’s first advances, was perhaps best illustrated by the company’s own trip, which is punctuated by calculated dangers and proper pivots.

A smartphone-based scoring system called DriveMark was created to bridge the gap between driver behavior and insurance premiums. It was intended to promote safer driving. At its peak, it boasted an impressive 80, 000 to 90, 000 users. ” We came up with a solution that is very much scalable, using smartphones”, Fuqaha explains, highlighting the system’s accessibility and initial promise.

However, DriveMark soon encountered challenges unique to the Malaysian market. Malaysian insurance premiums are comparatively low compared to those in the US or the UK, where young or first-time drivers can be exorbitantly expensive. ” In Malaysia, on average, if I’m not mistaken, takaful is around US$ 150 ( RM700 ). For general insurance, the premium is around US$ 192.7 ( RM900 ) on average”.

This pricing structure presented a fundamental challenge to the business model of DriveMark. The majority of users fell into a less exciting category, whereas the top performers with the highest DriveMark scores could receive significant rebates of up to RM160, which were entirely funded by DriveMark. ” For a majority of users, the RM15-RM20 in rebate is just too small to be meaningful”, Fuqaha explains, highlighting the bell curve distribution of benefits.

]RM1 = US$ 0.214]

Ultimately, DriveMark’s business model proved unsustainable. Relying on insurance renewal commissions that averaged only RM70 to RM80 per user, the economics did n’t work out. Two years into the pandemic, Katsana had to make the difficult but necessary decision to stop using DriveMark despite some respectable income. ” We just decided to kill it”, Fuqaha states, acknowledging the need to adapt to market realities

The decision was n’t made hastily. In fact, Katsana spent a year exploring ways to pivot and salvage the technology. After a year of refuting the idea and attempting to convert it to a method for businesses to measure Scope 3 carbon emissions, particularly those involving mobility emissions, we shut DriveMark down in 2022, Fuqaha said. &nbsp,

User privacy and data protection were key components of the process. ” The shut down meant erasure of user data, as we did not want to abuse the consent they gave to DriveMark”, Fuqaha explains. &nbsp,

This decision to shutter DriveMark, while difficult, exemplifies Fuqaha’s philosophy of adapting. As a provider of solutions, Katsana was able to refocus its resources on more promising areas of its business, which ultimately led to a more sustainable enterprise market. &nbsp,

The driveMark experience served as a valuable lesson in Katsana’s decade-long journey, emphasizing the importance of adapting to market conditions and being willing to let go of initiatives that do n’t align with the company’s core strengths or financial viability.

Katsana's latest win was with Universiti Teknikal Malausia Melaka (UTEM) in a partnership with AVIS to equip 10 shuttle buses with a suite of solutions in the KATSANA Fleet Management ecosystem.

Lesson 2: The pandemic pivot: Finding the silver lining

As with businesses worldwide, the Covid-19 pandemic forced Katsana to reevaluate its operations. However, Fuqaha views this disruption as a” silver lining” that allowed the company to sharpen its focus.

Prior to the pandemic, Katsana was active in various telematics-related auto sector. The business also provided fleet management solutions for business clients like bus and taxi drivers, as well as GPS tracking solutions for private vehicles and the RunMark smartphone-based driver scoring system. They were also looking into potential opportunities in the insurance industry, and they were putting their knowledge and technology to use to create usage-based insurance products.

” We had a silver lining from the pandemic,” said the spokesperson. We made the decision to concentrate on the three areas that “made sense for us financially” and to stop providing tracking for private vehicles, Fuqaha said.

While there was money to be made in the private vehicle market, the economics simply did n’t work for Katsana’s high-touch operational model. ” For private vehicles, we have so many competitors out there. Fuqaha explains that there are numerous GPS trackers that can be purchased on Shopee for about RM70.

Katsana would primarily concentrate on its enterprise solutions, particularly fleet management for businesses, as a result of the strategic refocus. This allowed the company to leverage its strengths in developing sophisticated, tailored solutions that go beyond the capabilities of off-the-shelf products.

” What we are doing for enterprises, it makes a lot of sense and it is the best use of our capability”, Fuqaha explains. This change required removing the consumer market and concentrating on larger clients with more complex needs.

By streamlining its offerings, Katsana was able to focus its resources on developing more advanced fleet management solutions, including features for monitoring driver behavior ( building on its DriveMark experience ), vehicle performance, and operational efficiency.

This refocusing made it possible for Katsana to stand out in a noisy market. While many competitors offer white-label solutions from countries like China, Katsana’s intensified focus enabled it to develop unique, high-value offerings for enterprise clients. ” What we do is quite unique”, Fuqaha asserts, highlighting the company’s established expertise in providing sophisticated fleet management tools for larger operations.

Katsana went from being a company spread across multiple market segments to a more focused operation as a result of the pandemic-induced strategic realignment. This change enabled the business to escape the abyss of the pandemic and allowed for more sustainable expansion in the post-pandemic economy.

A Katsana exec installing fleet monitoring equipment on a truck.

Lesson 3: Strategic focus trumps rapid expansion

Fuqaha’s journey has included expanding regional, leading to ongoing projects in Indonesia and Brunei. This expansion predated the pandemic. However, he remains cautious about further expansion. ” It is an interesting proposition, but right now, if you want to have a broader presence over there, it is going to stretch us thin”.

This measured approach to growth demonstrates a maturation that comes from experience. Fuqaha has learned to play to its strengths and keep a laser focus on its core competencies as it continues to serve its existing regional clients as it pursues each opportunity rather than chasing every one.

When the pandemic struck, which presented significant challenges to businesses around the world, this strategic focus proved crucial. Katsana, however, managed to navigate the turbulent times without reducing its workforce, which currently stands at around 45 employees. The company’s resilience stemmed from a combination of its focused strategy and pragmatic decision-making.

” During the pandemic, we made a conscious decision not to hire anymore”, Fuqaha reveals, highlighting the importance of adaptability in times of crisis. He chose a more measured strategy as opposed to fighting against unchecked market forces. He also strategically used government funding, utilizing Malaysian Debt Ventures ‘ Covid Relief Fund for Startup program to boost finances.

Fuqaha was able to weather the storm effectively by maintaining its focus on its core competencies while utilizing government support mechanisms. &nbsp,

Looking to the future: A focused SaaS vision

Katsana enters its second decade with a more in-depth analysis and clearer vision than ever. ” Before the pandemic, we had a lot of things on our plate”, Fuqaha reflects. ” We are now more focused,” she said. No doubt, right before the pandemic, we were on the verge of profitability, even last year we were”.

This transition from a multi-faceted startup to a specialized enterprise solutions provider encapsulates many of the difficulties faced by tech companies in emerging markets. When focus and specialization are what is truly needed, Fuqaha’s story is one of learning to ignore the siren song of diversification.

Looking ahead, Fuqaha has set his sights on transforming Katsana into a Software as a Service ( SaaS ) company. This shift aims to leverage the company’s expertise in fleet management and telematics into a scalable, cloud-based solution. By adopting a SaaS model, Katsana can potentially expand its reach while streamlining its operations and lowering hardware reliance.

Fuqaha says,” We’re developing solutions that are quite unique,” giving a hint as to the sophisticated software features that will make up their SaaS offering’s foundation. This change allows Katsana to compete more effectively both domestically and internationally in line with global trends in enterprise technology.

As Fuqaha approaches his tenth year as a founder, his journey has revealed valuable lessons that could be applied to other startup founders. ” Opt for proven business models,” he advises, noting that red oceans still offer plenty of opportunities for those who understand their market and positioning. Startups are frequently encouraged to chase “blue ocean” opportunities. Red oceans frequently have enough space for multiple providers to coexist, each with their own distinctive offering.

Moreover, Fuqaha emphasizes the importance of nurturing existing customer relationships. The phrase” Existing customers are your best sales channel. Spend time with your current customers to become your supporters rather than just developing new features to make your products more appealing. Meet them at kopitiams, send them greeting cards, set up webinars. These are soft approaches that work”, he advises.

In a sector where many are looking for the next big thing, Katsana has found success by focusing on what it does best: offering top-tier fleet management solutions to businesses that are truly in need while also valuing and developing its existing customer base. After all, with a decade of hard-earned wisdom under its belt, Katsana, in the view of Fuqaha, is well-positioned to navigate the roads ahead, wherever they may lead.

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Nato moving into Indo-Pacific?

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At the most current Nato conference in Washington, Some Indo-Pacific nations took part, indicating that the transatlantic military alliance is looking to grow if not in terms of membership but also in terms of power and control to other areas of the world.

Australia, Japan, New Zealand, and South Korea are the only nations that these four nations discuss with the NATO members about China’s safety concerns.

And as in past summits, the meeting addressed questions about how to best deal with the growing strain in the Indo-Pacific and how to deal with it. However, given its recent success in Eastern Europe, the expansion of the US-led Nato will most likely lead to rather than de-escalate the tension in the Indo-Pacific, despite every nation having a right to choose its supporters to protect themselves.

Nato’s growth is inviting difficulty, the last thing the place needs today. Indonesia may make a powerful statement opposing Nato’s program to work its influence and power in any way in this region of the world, either on its own or through Asean. Indonesia may use all of its political means to stop the Indo-Pacific from becoming a theater of war as a middle-class nation that has adhered to its non-alignment theory in the face of growing conflict between the US and China.

Ironically, Australian Prime Minister Anthony Albanese decided at the last minute to skip the summit, properly demoting its importance to Canberra. In a media interview, Albanese saw Australia’s cooperation as useless, saying,” as an observer state, we’re no it. When that occurs, we’re not in the area with the Nato users.

The American defense secretary is there in Albanese’s place, while leaders from Japan, New Zealand, and South Korea also attended the conference. While the four Indo-Pacific states may not be users, they have an identity as” IP-4″ in Nato files. With Albanese’s lack, make that” IP-3.5″.

As it stands, there are already too many defense relationships and contracts muddying Indo-Pacific lakes. Nearly all of them aim to prevent China’s growing power and influence in the area and beyond, with Beijing posing as the biggest danger to their safety and interests in several nations both inside and outside the region. These include the Quadrilateral Security Dialogue ( Quad ) involving Australia, India, Japan and the US, the Aukus security partnership involving Australia, the United Kingdom and US, the recent Japan-Philippines-US trilateral summit as well as a plethora of old and new bilateral pacts, the latest one signed last week between Japan and the Philippines.

Many nations have developed their own Indo-Pacific plan, including those like the 27 European Union members who do not border the region’s two oceans, which include the South China Sea, the region’s most contentious region.

This region wo n’t be any safer with the addition of Nato. Allies should be made aware that Ukraine’s protracted conflict will result in its development. Nato’s rapid rise into Eastern Europe sparked Russia’s invasion of its massive southerly neighbor in 2022. A big power like Russia ca n’t stop it from envading a sovereign nation when it feels threatened, but who can stop it from doing so?

More than two years later, the conflict is also raging with devastating effects on many other nations around the world in terms of financial disturbance, influx of refugees, and budget paying for Nato people. Who can prevent China, a bigger strength than Russia, from acting in response to any real or perceived dangers that threaten its security interests?

There are already so many potential hot conflict zones in the Indo-Pacific, including the tensions in the Taiwan Strait and Beijing’s tense relations with some of the nations that border Southeast Asia. Nato’s entry into the area wo n’t be beneficial. Its expansion simply makes matters worse for the situation, and it only makes matters worse for its members on both sides of the Atlantic, who will gladly support any Indo-Pacific nation in stress in a war with China, simply as they will assist Ukraine in helping Russia battle its war with Russia.

China and Russia conducted a joint naval guard in the Philippine Sea this week in the latest twist in the South China Sea, an area where Beijing and Manila have recently been engaged in more territorially sensitive disputes. There are still many options if the goal is to contain or deter China, if the game’s title is China’s containment or deterrent.

The political lessons is not yet complete, but it will help to lessen the tension. Indonesia may step in at this point. However, there is not much we can hope from Asean to achieve in developing a united front, as some users are aligning with the US and people with China in the fierce energy conflict.

Non-aligned Indonesia also enjoys the advantages of being a middle strength, including the control of crucial sea-lanes of conversation in the South China Sea. Indonesia has a better chance of defusing the pressure by acting independently than through Asean, which may include rejecting Nato’s growth into this region of the world. — The Jakarta Post/ANN

Endy Bayuni is The Jakarta Post’s top editor.

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