ABSTRACT
This chapter aims to identify levers that the C-suite should be pulling to maximize the flow of business value from their software or keep their trains on the right tracks. Most of these levers represent actions to be taken that will directly or indirectly change the behavior of the organization and particularly the information technology (IT) department. There are two ways that software can contribute to higher profits: increasing sales and lowering costs. Software that has value to the business may be intellectual property in its own right or it may be the embodiment of intellectual property that has business value. Software that has value to the business may be intellectual property in its own right or it may be the embodiment of intellectual property that has business value. Requirements definition and design are generally considered to be about fleshing out the idea so these must be operational expenses.
