n concludes that the world is flat on a visit to Infosys Technologies Limited in India, where he travels with Discovery Times. Friedman is impressed by the campus’s advanced technology such as the glass-and-steel buildings and large flat-screen televisions. Nandan Nilekani, the company’s CEO, tells Friedman that the playing field has been leveled; now countries like India can compete for global knowledge. Friedman realizes that the world is flat, which fills him with both dread and excitement. Friedman believes there are historically three great eras of globalization. The first was from 1492-1800, which he calls Globalization 1.0; the second was from 1800-2000, which he calls Globalization 2.0. Friedman argues that we are now in the midst of Globalization 3.0 is a period in which the world shrinks from small to tiny, flattening to such a degree that individuals can collaborate and compete globally. Friedman tells the reader that the purpose of this book is to understand how the world became flat as well as the implications of that development. Friedman spends a night in an Indian call center. Twenty-five hundred twenty-sometFriedman concludes that the world is flat on a visit to Infosys Technologies Limited in India, where he travels with Discovery Times. Friedman is impressed by the campus’s advanced technology such as the glass-and-steel buildings and large flat-screen televisions. Nandan Nilekani, the company’s CEO, tells Friedman that the playing field has been leveled; now countries like India can compete for global knowledge. Friedman realizes that the world is flat, which fills him with both dread and excitement. Friedman believes there are historically three great eras of globalization. The first was from 1492-1800, which he calls Globalization 1.0; the second was from 1800-2000, which he calls Globalization 2.0. Friedman argues that we are now in the midst of Globalization 3.0 is a period in which the world shrinks from small to tiny, flattening to such a degree that individuals can collaborate and compete globally. Friedman tells the reader that the purpose of this book is to understand how the world became flat as well as the implications of that development. Friedman spends a night in an Indian call center. Twenty-five hundred twenty-somethings work in this multi-floor facility; some are “outbound” operators, selling various items, others are “inbound” operators, tending to the customer-service needs of various companies. Friedman notes that there are about 245,000 Indians working in this industry, which offers them high-paying, high-prestige jobs. Employees are trained how to speak with American, British, or Canadian accents. In India, Friedman visits various technology industries in India and is further convinced that the world is flat and that India is a key player in 21st century global economy. Friedman then visits Japan, where he learns that Dalian, a northeastern port city in China, has become for Japan what India is for the United States--“outsourcing central.” Friedman visits Dalian and sees first-hand, by talking with the mayor and reading the names on the buildings (GE, Sony, Microsoft, Dell, etc.), that the city is an example of how China is rapidly developing high-tech cities.

Friedman explores further. He talks with a woman in Salt Lake City who works for JetBlue airline from her home office. In Iraq, Friedman witnesses how the military has been “flattened” through the use of computer technology: low-level officers and enlisted men now have access to sensitive information and can make important decisions. Back home in Bethesda, Maryland Friedman continues to be shocked by world-flattening trends--in three states there are McDonald’s restaurants that take customers’ orders via a call center in Colorado; American students can be tutored by people in India through the Internet. In Washington D.C., where Friedman has an office, he learns the U.S. made a trade agreement with Oman by using a