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Mr. Bhagat explained that some set-top boxes, which had been sitting in warehouses for months in advance of a government-mandated change to digital television, had proved a weak match for the heat and humidity of Mumbai. ?Sometimes we have teething problems,? he said.

Growing pains like these are common throughout India?s booming television industry. Deregulation and new technology have combined to produce an explosion of new offerings. Before the early 1990s, a single government broadcaster provided a handful of channels. Now a crowded field of domestic and global media companies, including the News Corporation, Sony Entertainment and Walt Disney, offer hundreds of channels.

Indian films, especially the flashy musicals and dramas of Bollywood, have grabbed plenty of attention in the West. But the country?s lesser-known television business is more than twice as big, with an estimated $3.4 billion in revenue in 2005, according to PricewaterhouseCoopers. It is also starting to exert greater cultural influence.

Television ownership is growing fast here, and it has plenty more room to expand. There are roughly 105 million homes with televisions in India, up from 88 million in 2000. The current number of television households is about the same as in the United States, though for India that amounts to only about half of the country?s households, compared with 98 percent in the United States.

Advertising spending on Indian television increased by 21 percent a year, on average, from 1995 to 2005, when it reached $1.6 billion, according to ZenithOptimedia, which tracks advertising globally. Double-digit growth rates are expected to continue for years.

Such numbers are very tempting to companies like the News Corporation, Disney, Time Warner and Viacom, which are losing viewers and advertisers in their core Western markets. (In addition to the domestic market, Indian television is also delivered via satellite and cable to the global South Asian diaspora.)

The pace of change in India is supercharged because the country is catching up to, and in some cases leapfrogging, developments that took decades to play out elsewhere. ?Everything that happened in the rest of the world in 10 years, is happening here in two years,? said Vikram Kaushik, the chief executive of Tata Sky, a satellite-TV company that is jointly owned by the News Corporation and the Tata Group, the Indian industrial conglomerate.

That dream, which may not be too far off, puts the insula in the spotlight. What is the insula and how could it possibly exert such profound effects on human behavior?

• According to neuroscientists who study it, the insula is a long-neglected brain region that has emerged as crucial to understanding what it feels like to be human.
• They say it is the wellspring of social emotions, things like lust and disgust, pride and humiliation, guilt and atonement. It helps give rise to moral intuition, empathy and the capacity to respond emotionally to music.
• Its anatomy and evolution shed light on the profound differences between humans and other animals.

Of course, so much about the brain remains to be discovered that the insula?s role may be a minor character in the play of the human mind. It is just now coming on stage.

The activity of the insula in so many areas is something of a puzzle. ?People have had a hard time conceptualizing what the insula does,? said Dr. Martin Paulus, a psychiatrist at the University of California, San Diego.

If it does everything, what exactly is it that it does?

For example, the insula ?lights up? in brain scans when people crave drugs, feel pain, anticipate pain, empathize with others, listen to jokes, see disgust on someone?s face, are shunned in a social settings, listen to music, decide not to buy an item, see someone cheat and decide to punish them, and determine degrees of preference while eating chocolate.

Damage to the insula can lead to apathy, loss of libido and an inability to tell fresh food from rotten.

The bottom line, according to Dr. Paulus and others, is that mind and body are integrated in the insula. It provides unprecedented insight into the anatomy of human emotions.

Of course, like every important brain structure, the insula ? there are actually two, one on each side of the brain ? does not act alone. It is part of multiple circuits.

The insula itself is a sort of receiving zone that reads the physiological state of the entire body and then generates subjective feelings that can bring about actions, like eating, that keep the body in a state of internal balance. Information from the insula is relayed to other brain structures that appear to be involved in decision making, especially the anterior cingulate and prefrontal cortices.

The Massachusetts Institute of Technology and the University of Southampton in Britain plan to announce today that they are starting a joint research program in Web science.

Tim Berners-Lee, who invented the Web's basic software, is leading the program. An Oxford-educated Englishman, Mr. Berners-Lee is a senior researcher at M.I.T., a professor at the University of Southampton and the director of the World Wide Web Consortium, an Internet standards-setting organization.

Web science, the researchers say, has social and engineering dimensions. It extends well beyond traditional computer science, they say, to include the emerging research in social networks and the social sciences that is being used to study how people behave on the Web. And Web science, they add, shifts the center of gravity in engineering research from how a single computer works to how huge decentralized Web systems work.

"The Web isn't about what you can do with computers," Mr. Berners-Lee said. "It's people and, yes, they are connected by computers. But computer science, as the study of what happens in a computer, doesn't tell you about what happens on the Web."

The Web science program is an academic effort, but corporate technology executives and computer scientists said the research could greatly influence Web-based businesses. They pointed in particular to research by Mr. Berners-Lee and others to build more "intelligence" into the Web moving toward what is known as the Semantic Web as an area of study that could yield a big payoff.

Web science represents "a pretty big next step in the evolution of information," said Eric E. Schmidt, the chief executive of Google, who is a computer scientist. This kind of research, Mr. Schmidt added, is "likely to have a lot of influence on the next generation of researchers, scientists and, most importantly, the next generation of entrepreneurs who will build new companies from this."

Union Minister and Chandni Chowk MP Kapil Sibal, who presented a live demonstration of a pilot project conducted in the Walled City along with a presentation, said that this technology will make use of satellite images and map urban structures in the city.

"The images supplemented with videos, photos and field surveys will then help us keep a check on every new construction in the city," he said.

But now these sites and dozens of smaller ones have something those marketers want: the attention of tens of millions of young people who increasingly avoid television commercials. So companies from Procter & Gamble to J. P. Morgan Chase, like so many lonely teenagers, are tricking out their online profiles and trying to make friends on the Web.

The sites are trying to move beyond banner ads and develop ways to integrate marketers into the fabric of their online communities. For example, marketers encourage the sites’ users to become “friends” with characters from their ads, and are experimenting with more elaborate campaigns that take advantage of the word-of-mouth effects of networking sites.

Big Internet companies are getting into the game, eager to profit from selling ads on these sites. Google agreed to pay the News Corporation $900 million over three and half years for the right to sell advertising on MySpace, the largest social networking site, where people create profile pages and receive messages from friends. And last week it agreed to buy YouTube, the fast-growing video-sharing site, for $1.65 billion.

Microsoft sells ads for Facebook, the second-largest networking site, and for Windows Live Spaces, its own blogging service.

“When blogs and Spaces first came out, people said no one would be willing to advertise on them,” said Joanne K. Bradford, Microsoft’s corporate vice president for advertising sales. “Consumers have voted. They said this is where I’m spending my time, and if you want to find me here, you have to get used to the fact that everything is not pretty and rosy here.”

Back in June, IBM's (IBM) Chief Executive Sam Palmisano lit a traditional Indian lamp to kick off the company's largest-ever town hall meeting in Bangalore. Then he announced to his 43,000 Indian employees--an eighth of his global workforce--that IBM would invest $6 billion in India over the next three years.

It was a significant event for IBM--but it was an even more significant moment in the history of the global IT service industry. Palmisano heralded a new chapter in outsourcing, one where the big global players like IBM and Accenture (ACN) will lord it over the upstart Indian offshore IT services companies.

For the last two decades, the Indians pioneered and dominated the outsourcing game. Companies like Infosys (INFY), Wipro (WIT), and Tata Consultancy Services (TACSF), with their low-cost global delivery of services model, were able to leverage their talent at a low cost and deliver competitively priced IT services.

They specialized in providing such things as application development, infrastructure support, and business process outsourcing (BPO) to cost-conscious, top-tier multinational clients. The Indians disrupted the existing business models of high-priced consultants like IBM and Accenture, which saw their IT service revenues dwindle in recent years.

But now these Western players are turning the tables on their Eastern rivals. Corporate leaders are seeking more than cost efficiency to help boost profits. They are looking for innovation from their IT consultants that will help them increase their revenues. Here, global players like IBM and Accenture are coming out tops.

COMPETING THROUGH OPERATIONS First, they are starting to beat the Indians at their own game by expanding the size of their offshore workforce to keep up with the competition for talent. IBM has more than quadrupled its Indian technical staff in recent years and is catching up with Accenture, which has already drastically expanded its offshore services capabilities.

Secondly, while using their offshore locations like India to help customers save costs, these Western consulting firms are now using their industrywide expertise to create global innovation networks (GIN), which they can tap into to create competitive new products and business models for their customers.

According to a recent survey of top-level executives sponsored by SAP (SAP), 55% of corporate leaders worldwide report that new business models--organizational structures, competencies, processes, and partnerships that define how a company operates--will confer a greater strategic advantage than new products and services by 2010. And both IT and business execs tell us that consultants remain one of their top sources for such business innovations.

This is where the Indian and other offshore providers lag. Offshore vendors are currently telling clients: "We will free resources for you to innovate." To which chief executives at client firms are now responding: "No, we want you to help us innovate." When Satyam (SAY) and Infosys talk about "process innovation" or "service innovation," they mean applying Six-Sigma or agile development techniques to optimize their own internal IT service delivery processes, not to innovate their clients' industry-specific processes and services.

And while Wipro and Tata Consulting employ research and development teams that can help firms innovate their products, they are not trained to deliver what chief executives care about most: new business models. So, offshore outsourcers need to align their interpretation of innovation with their clients'.

TEAMS OF INNOVATORS Here, smart Western consultants have sensed and seized the opportunity. Here's how they work. These players are upgrading their own global delivery infrastructure to deliver not just technical services like applications development, but also business innovation services. That's where the global innovation networks come in. These are global ecosystems of internal and external partners that collaboratively design and deliver business innovations that clients want.

For instance, the software activities of IBM's Center for Business Optimization, whose consultants help reengineer and optimize clients' business models, are done in Bangalore by PhDs trained in operations research. In one current project, these Bangalore-based PhDs are working with IBM's logistics experts in Zurich and Japanese software engineers in IBM's Yamato Software Lab to jointly develop and deliver a scalable supply-chain optimization model to European and Asian clients.

Ditto for Accenture, whose Institute for High Performance relies on India-based MBAs to devise industry-transforming business models. And Deloitte's Intellectual Asset Management practice relies on a 100%-virtual innovation network, tapping a global expert network of 300-plus respected scientists, engineers, and physicians to help clients worldwide maximize their intellectual property (IP) portfolio value.

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