The implications of these forces for Canada are significant. Our services sector comprises the majority of our nation's business. Ultimately, this paper attempts to provide some thoughts we Canadians may need to consider in order to take examine and change our mental models to become more globally competitive in the world's services market

What is the Issue? India has risen to become the world's IT center. How did this happen? To over simplify, India is a country with basically no natural resources. This forced the country to become the very best at doing one thing - building and capitalizing on the minds of its own people through educating a large slice of it's population and focusing this education in the fields of engineering, sciences and technology.1 Building several Indian Institutes of technology combined with a population of 1 billion people fostered high standards and competition for entry to these schools such that the education received in India was un- matched anywhere else in the world. These knowledge factories produce and export the strongest engineering, computer science and software talent on the globe. 2 Following that premise, Porter's diamond of competitive advantage would suggest that India, as an organization would, has identified unique bundles of resources to develop "national brands" in order to "position" itself favorably in the mental maps of demanding global consumers. 3 More specifically, India has the requisite factor conditions in terms of human capital, low wages, and English language proficiency. (see PEST in Appendix 1) Since barriers to entry in the IT sector are low, there is robust domestic rivalry to develop the players for demanding global markets. Related and supporting industries, such as the educational institutions churning out world class technical talent have been