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the idea (or system) enters is the pilot. This is usually a scaled-down ver-
sion of the grand idea so that stakeholders can determine if the idea is a
it for the company and whether it works. Once this has been proven to be
true, we enter the project stage. At this point, a project plan is created and
funded, other resources are allocated, and work can begin. If successful,
the idea (or system) can be implemented and is now referred to as an ongo-
ing program. The program may spawn additional projects, all related to
the original idea. The program is usually part of a strategic plan so that its
goals can be cascaded down throughout the organization and, thus, used
within many departments. Over time, the program is embedded within
the corporate psyche and becomes firmly entrenched within the operating
methods and controls of the company. At the beginning of this “rooted-
ness,” the idea can be said to be gaining perspective. By the time everyone
in the company uses it on a daily basis, we reach the ideal end state for the
P-cycle—pervasiveness.
The external P-cycle of an idea is similar to the internal P-cycle. There
are usually five stages in the external life cycle of an idea: discovery, wild
acceptance, digestion, decline, and hard core. Understandably, the exter-
nal life cycle of an idea often drives the internal life cycle, sometimes to the
detriment of the idea.
Davenport and Wilson (2003) discuss the decline of the business-
process reengineering idea because the idea became too popular too
soon in the external idea marketplace. Therefore, expectations within
companies likely rose too high, and the idea of reengineering never
reached pervasiveness.
Davenport and Wilson also provide a framework that idea practitioners
can follow to promote their ideas and see them through to implementa-
tion. The most salient ideas are summarized here:
1.
Idea identification:
: The CEO should be an advocate for continual
learning and growth. This means encouraging employees to read the
latest, greatest business topics, to take courses, and to go to semi-
nars and network. The CEO should also be a supporter of knowl-
edge management (KM), as this provides a collaborative platform
and methodology for knowledge and idea sharing. It is from these
sources and using these tools that good ideas sprout.
2.
Advocating the idea
: An idea that's not heard is no idea at all. CEOs
and other managers need to provide a pulpit for those advocating
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