| Fig. 1. | Main Landmarks in Global Services | 7 |
| Fig. 2. | Services’ Characteristics | 21 |
| Fig. 3. | Modes of Supplying Services | 22 |
| Fig. 4. | Main Segments | 23 |
| Fig. 5. | Global Services Definition | 24 |
| Fig. 6. | E2E Solutions | 26 |
| Fig. 7. | Examples of Everything-as-a-Service Modes | 31 |
| Fig. 8. | The Pillars of the DIDPAGA Model | 34 |
| Fig. 9. | The New Microsourcing Model | 36 |
| Fig. 10. | Benefits and Challenges of Adapting to Remote and Distributed Work | 38 |
| Fig. 11. | Activities Carried Out at Home and in the Office | 40 |
| Fig. 12. | Tools Adopted by Companies | 42 |
| Fig. 13. | Difference Between Digitization and Automation | 51 |
| Fig. 14. | Salient Technologies | 53 |
| Fig. 15. | Key Elements in e-Commerce | 61 |
| Fig. 16. | Subsectors of Creative Industries and Main Segments | 76 |
| Fig. 17. | Creativity | 77 |
| Fig. 18. | Visible and Invisible Innovation | 83 |
| Fig. 19. | Ways of Innovating in Services | 85 |
| Fig. 20. | Ways of Innovating | 87 |
| Fig. 21. | Innovation Life Cycle | 89 |
| Fig. 22. | Digital Platforms’ Key Concepts for Service Provision | 94 |
| Fig. 23. | Examples of Digital Platforms | 95 |
| Fig. 24. | Features of Exponential Organizations | 97 |
| Fig. 25. | Amazon’s Vertical and Horizontal Integration | 97 |
| Fig. 26. | Agile Methodologies’ Evolution | 104 |
| Fig. 27. | Waterfall Model and Iterative Model | 105 |
| Fig. 28. | Agile Methodologies Pillars | 106 |
| Fig. 29. | Agile Leadership Team’s Manifesto | 112 |
| Fig. 30. | Main Elements for the Agile Adaptation | 114 |
| Fig. 31. | Tools to Apply Agile Methodologies | 115 |
| Fig. 32. | Characteristics of Companies With a Global Reach | 120 |
| Fig. 33. | Characteristics of Born Global Companies | 122 |
| Fig. 34. | Forces that Promote and Limit Nearshoring Businesses | 123 |
| Fig. 35. | The US’ Performance According to Kearney Global Services Location Index and Tholons Services Globalization Index (2017–2020) | 128 |
| Fig. 36. | Conscious Sourcing in Global Services | 133 |
| Fig. 37. | The Cycle of Impact Sourcing | 139 |
| Fig. 38. | Environmental Care | 141 |
| Fig. 39. | Ways of Attracting Valuer | 142 |
| Fig. 40. | Characteristics of the Next Generations | 151 |
| Fig. 41. | Ways to Foster Global Services | 163 |
| Fig. 42. | Factors and Indicators Driving Delocalization of Global Services | 165 |
| Fig. 43. | Factors Driving the Internationalization of Global Services Startups | 166 |
| Fig. 44. | Actors in the Global Services Ecosystem | 168 |
| Fig. 45. | Elements Necessary to Foster Global Services | 169 |
| Fig. 46. | Mechanisms for Dealing With Double Taxation | 172 |
| Fig. 47. | Opportunities for Talent Improvement, According to Companies in the Region | 176 |
| Fig. 48. | Strategies to Breach the Gap in Global Services | 177 |
| Fig. 49. | Types of Synergies | 181 |
| Fig. 1. | Main Landmarks in Global Services | 7 |
| Fig. 2. | Services’ Characteristics | 21 |
| Fig. 3. | Modes of Supplying Services | 22 |
| Fig. 4. | Main Segments | 23 |
| Fig. 5. | Global Services Definition | 24 |
| Fig. 6. | E2E Solutions | 26 |
| Fig. 7. | Examples of Everything-as-a-Service Modes | 31 |
| Fig. 8. | The Pillars of the DIDPAGA Model | 34 |
| Fig. 9. | The New Microsourcing Model | 36 |
| Fig. 10. | Benefits and Challenges of Adapting to Remote and Distributed Work | 38 |
| Fig. 11. | Activities Carried Out at Home and in the Office | 40 |
| Fig. 12. | Tools Adopted by Companies | 42 |
| Fig. 13. | Difference Between Digitization and Automation | 51 |
| Fig. 14. | Salient Technologies | 53 |
| Fig. 15. | Key Elements in e-Commerce | 61 |
| Fig. 16. | Subsectors of Creative Industries and Main Segments | 76 |
| Fig. 17. | Creativity | 77 |
| Fig. 18. | Visible and Invisible Innovation | 83 |
| Fig. 19. | Ways of Innovating in Services | 85 |
| Fig. 20. | Ways of Innovating | 87 |
| Fig. 21. | Innovation Life Cycle | 89 |
| Fig. 22. | Digital Platforms’ Key Concepts for Service Provision | 94 |
| Fig. 23. | Examples of Digital Platforms | 95 |
| Fig. 24. | Features of Exponential Organizations | 97 |
| Fig. 25. | Amazon’s Vertical and Horizontal Integration | 97 |
| Fig. 26. | Agile Methodologies’ Evolution | 104 |
| Fig. 27. | Waterfall Model and Iterative Model | 105 |
| Fig. 28. | Agile Methodologies Pillars | 106 |
| Fig. 29. | Agile Leadership Team’s Manifesto | 112 |
| Fig. 30. | Main Elements for the Agile Adaptation | 114 |
| Fig. 31. | Tools to Apply Agile Methodologies | 115 |
| Fig. 32. | Characteristics of Companies With a Global Reach | 120 |
| Fig. 33. | Characteristics of Born Global Companies | 122 |
| Fig. 34. | Forces that Promote and Limit Nearshoring Businesses | 123 |
| Fig. 35. | The US’ Performance According to Kearney Global Services Location Index and Tholons Services Globalization Index (2017–2020) | 128 |
| Fig. 36. | Conscious Sourcing in Global Services | 133 |
| Fig. 37. | The Cycle of Impact Sourcing | 139 |
| Fig. 38. | Environmental Care | 141 |
| Fig. 39. | Ways of Attracting Valuer | 142 |
| Fig. 40. | Characteristics of the Next Generations | 151 |
| Fig. 41. | Ways to Foster Global Services | 163 |
| Fig. 42. | Factors and Indicators Driving Delocalization of Global Services | 165 |
| Fig. 43. | Factors Driving the Internationalization of Global Services Startups | 166 |
| Fig. 44. | Actors in the Global Services Ecosystem | 168 |
| Fig. 45. | Elements Necessary to Foster Global Services | 169 |
| Fig. 46. | Mechanisms for Dealing With Double Taxation | 172 |
| Fig. 47. | Opportunities for Talent Improvement, According to Companies in the Region | 176 |
| Fig. 48. | Strategies to Breach the Gap in Global Services | 177 |
| Fig. 49. | Types of Synergies | 181 |
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