One of the most common things I've heard on this program is "it works with Harvard students, but it wouldn't work with my students". This is typically in response to issues such as ensuring punctuality, preparation, and participation. A third of my entire research outlook is devoted to the idea that using national stereotypes as an explanatory variable is unscientific - cultural concepts are universal. I've slowly realised that the reason many HBC initiatives wouldn't work with other students, is not because of the students at all, but because of the local institutions. We all accept that if we take a student from India and put him in the HBS environment, he would "follow" the case method. In which case the reason it's hard to spread adoption is not because of the students, but because of the institution. There is indeed a cultural constraint, but it stems from organisational behaviour and not personality types. But if we are leaders (and I define leaders as people who manage organisational culture), we can implement a system that would make the case method work. It's tough, but as with any corporate transformation, it's attainable if you fix incentives.