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Kissinger has been the original “don’t apologize and just tweet through it.” It’s part of how Reagan, Bush, and Trump have persevered and survived — Kissinger modeled that you can play foreign policy like chess and not have to answer domestically for the disastrous consequences in other countries. And it’s had a major impact on the way leaders subsequently have conducted themselves internationally. “The methods employed by Nixon and Kissinger to circumvent democratic scrutiny of foreign policy have since become standard; they were deployed recently to discredit critics of and spread disinformation about the invasion of Iraq,” historian Greg Grandin has written.

“He’s never apologized,” Carolyn Eisenberg, a professor of history at Hofstra University, told me. And this says as much about the foreign policy establishment as Kissinger himself. “It’s taking place in a context where the damage of these policies has not really been acknowledged — the killing of huge amounts of people in Laos, and Cambodia, and the list goes on.”

As Eisenberg said, “The fact that Kissinger’s kind of immune from criticism is a consequence of that larger failure.”

This is an ongoing feature of America at war. Twenty years after the disastrous and misguided US invasion of Iraq, former President George W. Bush has fashioned himself into an elder statesman and rarely faces tough questions on the war. A 2022 gaffe was particularly revealing. Bush described the “decision of one man to launch a wholly unjustified and brutal invasion of Iraq,” and then he laughed and corrected himself to say Ukraine, as he was referring to Russian President Vladimir Putin’s war. But there has not been true accountability for the former US president and his inner circle for launching the invasion of Iraq and other post-9/11 wars that continue to this day.

Or take the civilian toll of the US’s air wars across the Middle East. Some (but not all) administrations have worked to minimize civilian casualties, and the Pentagon has a review process to investigate reported civilian casualties. But that process — one of the few accountability measures in places — is deeply insufficient, marred by “a pattern of impunity,” a New York Times investigation found.

That pattern included failures “to detect civilians, to investigate on the ground, to identify causes and lessons learned, to discipline anyone or find wrongdoing that would prevent these recurring problems from happening again,” wrote Azmat Khan. “It was a system that seemed to function almost by design to not only mask the true toll of American airstrikes but also legitimize their expanded use.”

At a Kennedy Library conference in 2006 on Vietnam, anchor Brian Williams moderated a panel with Kissinger and asked him, “Is there anything you would like to apologize for?” Eisenberg recounts this scene in the epilogue of her new book, Fire and Rain: Nixon, Kissinger, and the Wars in Southeast Asia.

Kissinger called the question “highly inappropriate.”

“We have to start with the assumption that serious people were making serious decisions with the national interest and world interest at heart,” he said.

At the Economic Club, Kissinger did not take any questions from the media.

Kissinger corporatized US foreign policy

Another dynamic on display at the Economic Club’s celebration was that Kissinger, throughout his career, has connected the business community to the foreign policy elite in government.

It’s an underreported part of his legacy: The Economic Club’s hosts did not mention his commercial work in Kissinger’s extensive bio at the birthday party, but it has defined generations of US foreign policy as he pioneered a new way to travel through the revolving door.

In 1982, he launched Kissinger Associates. He hired some of his most powerful colleagues from the national security state, and they sought to keep their client list secret, even when Congress pushed to know. Reporter James Mann has emphasized that Kissinger’s firm distinguished itself by the large size of its retainer, about $250,000, or about $785,000 in today’s dollars.

Journalists later uncovered that the firm advised major banks, multinational corporations, and financial institutions, among them American Express, Anheuser-Busch, Coca-Cola, Heinz, Fiat, Volvo, Ericsson, and Daewoo. “For example, one client, the ITT Corporation, a $9 billion corporation with about 7 percent of its annual business in military contracts, operates various United States missile systems under a $700 million contract, according to the company’s annual reports,” the Times reported.

Kissinger also served as a conduit between big business and China.

When he launched the firm four decades ago, journalists raised many of the same questions that I think about today. Is it ethical for a former senior official to continue to serve on federal advisory boards that give policy recommendations to the Pentagon, the State Department, or the president while also advising companies that are likely to profit from those geopolitical decisions?

Kissinger helped normalize this dynamic of being a consultant to big business and a public policy voice.

His successors have followed this trend. Brent Scowcroft worked as vice chair of Kissinger Associates prior to joining the George H.W. Bush administration as national security adviser and later started his own firm. Former Secretary of State Madeleine Albright, former Secretary of Defense William Cohen, and national security adviser Sandy Berger, after serving in the Clinton administration, each launched their own consultancies. Former Bush Cabinet officials Condoleezza Rice and Robert Gates started a firm together. And Blinken banded together with national security leaders from the Obama administration in 2017 to establish WestExec Advisors to counsel tech companies, finance, and military contractors, before joining the Biden administration.

Kissinger’s nondisclosure of clients has become the norm and set the tone across this entire network of consulting firms, which tend to only publicly reveal clients as legally required, such as when their employees go into government.

“A big part of Henry Kissinger’s legacy is the corruption of American foreign policymaking,” says Matt Duss, who previously worked for Sen. Bernie Sanders and is now a fellow at the Carnegie Endowment for International Peace. “It is blurring the line, if not outright erasing the line, between the making of foreign policy and corporate interests.”

Kissinger’s firm has never had a website. Reporters stopped asking as many questions over the years of his work and his clients.

Kissinger still sits on the Defense Policy Board that advises Pentagon leadership, and his current client list remains a closely held secret. As his former colleague Les Gelb put it in the New York Times Magazine in 1986, “Kissinger Means Business.”

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