It made sense. A large high-technology company had established an innovation center in one of their U.S. offices where employees were entrepreneurial, engaged, excited to come to work, and as a result were quickly developing new ideas for customer-facing products. So the firm wanted to replicate that success in other places, namely India and China. Leaders from the U.S. held week-long workshops designed to expose workers at the China and India sites to the U.S.-developed practices of rapid development cycles, user-centered design, and collaboration in an open office layout. Leaders also provided the sites with detailed instructions on how to implement these new practices. They even sent one of the U.S. employees to work on site in India for a year.