proceeding with implementation also meant that the team had to expand from its core 20 members to about 100, representing a cross-section of Cisco's business community. Again ,the team sought only the best for inclusion on the project. One of the rules of engagement for those working on the implementation was that it was short-term in duration and did not represent a career change for those involved. The effort was framed to those who would work on it as a challenge, a "throw down the gauntlet sort of thing." By this time, getting people to work on the team was not a problem. Elizabeth Fee, an implementation team recruit, describes how the assignment was viewed: "they hand picked the best and the brightest for this team. To each person it was a career advancement possibility. People did it because it was something different, it was THE opportunity.