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In this chapter, the author begins by highlighting the main landmarks in Global Services. Additionally, the author analyzes the relevance of trade in services to key economic indicators such as GDP, employment, FDI, and international trade both at the international level and in the Latin American and Caribbean region.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

The objective of this chapter is to suggest some ideas for creating an ecosystem that can foster Global Services based on long-term public policies. These policies should prioritize the creation and attraction of talent, the development of telecommunications infrastructure, the encouragement of entrepreneurial ventures, investment in innovation, and alignment of tax regulations, among other strategies.

The aim of this chapter is to present a comprehensive definition of Global Services that encompasses the wide variety of phenomena currently present in the international trade in services to bring to light the shift we are witnessing from Business Process Outsourcing (BPO), Information Technology Outsourcing (ITO), and Knowledge Process Outsourcing (KPO) models toward end-to-end (E2E) services and to highlight the factors which have had and will have an effect on these processes in the coming years.

This chapter aims to highlight the promising future prospects of the emerging DIDPAGA model, which aligns with current social trends. Specifically, it caters to the characteristics of the new generations who will become the future leaders of companies – millennials, centennials, and digital natives. These generations tend to prefer technology-related areas with remote work options, flexible schedules, collaborative work environments, and horizontal relationships with real time and result-based feedback and have an interest in entrepreneurship, STEM careers, high innovation capacity, and creating companies with a social impact.