2018-09-18: In recent decades, China and India have presented the world with two different models for how such countries can climb the development ladder. In the China model, a nation leverages its large population and low costs to build a base of blue-collar manufacturing. It then steadily works its way up the value chain by producing better and more technology-intensive goods. In the India model, a country combines a large English-speaking population with low costs to become a hub for outsourcing of low-end, white-collar jobs in fields such as business-process outsourcing and software testing. If successful, these relatively low-skilled jobs can be slowly upgraded to more advanced white-collar industries. Both models are based on a country's cost advantages in the performance of repetitive, non-social and largely uncreative work -- whether manual labor in factories or cognitive labor in call centers. Unfortunately for emerging economies, AI thrives at performing precisely this kind of work.

Without a cost incentive to locate in the developing world, corporations will bring many of these functions back to the countries where they're based. That will leave emerging economies, unable to grasp the bottom rungs of the development ladder, in a dangerous position.

the best thing emerging economies can do is to "recognize that the traditional paths to economic development -- the China and India models -- are no longer viable." Countries with "less-educated workers" are advised to build up human-centered service industries.

It's no surprise that Vietnam is being talked about as an alternative, amid rising costs and attrition rates in popular offshoring destinations like China and India. The General Statistics Office of Vietnam reports growth of almost 6 percent in GDP during 2014. Tech giants like Samsung, Microsoft,

Al Presidente della Regione Liguria Claudio Burlando Al Sindaco di Genova Marco Doria Ai Parlamentari eletti in Liguria Oggetto: situazione azienda

Centoquaranta lavoratori con il fiato sospeso. Sono ingegneri e tecnici dipendenti della divisione Ricerca e sviluppo di Ericsson, con sede a Vimodrone, in provincia di Milano. La decisione della multinazionale svedese di cedere alla società indiana Hcl il ramo d'azienda - specializzato in ricerca su prodotti a microonde - non li lascia tranquilli. E neanche

Infosys, once the bellwhether of Indian IT, has seen a slew of senior level exits. The reasons behind these exits and lower growth at Infosys may be plenty, but it also points to the changing paradigms of outsourcing.

It's irresponsible to think that just because you push a problem outside your office, it ceases to be your problem