Software plays an important role in most organizations, but nonsoftware managers often understand too little about its production and support. Fewer yet appreciate how it contributes directly to their bottom line. Instead, when software appears on their radar, they view it as either a problem or too costly. Even more disastrous to the organization, these same managers fail to recognize how software skills enable them to improve their competitiveness. This column looks at an example synthesized from a number of situations where the services and products provided by businesses rest on a foundation of highly technical work. The authors then recommend better ways to do it.