060麦肯锡-关于软件行业的研究报告

0

981125MU_262423_074v3.i

secretsofsoftware

success-

ManagementInsightsfrom100CompaniesAroundtheWor1dinOneoftheMostDynamicIndustries

ITAA(Webcast

Detlev(Hoch,(Gert(Purkert

February(8,(2000

Source:SecretsofSoftwareSuccess1

981125MU_262423_074v3.i

ITAAWEBCAST,FEBRUARY8,2000

IntroductiontoSecretsofSoftwareSuccess

Industrystructureandhistory

Illustrationofselectedbestpractices

Futuretrends

Discussion

Source:SecretsofSoftwareSuccess2

981125MU_262423_074v3.i

ITAAWEBCAST,FEBRUARY8,2000

IntroductiontoSecretsofSoftwareSuccess

Industrystructureandhistory

Illustrationofselectedbestpractices

Futuretrends

Discussion

3

ITMarket

5,300

4,920

3,750

3,510

1,910

1,620

1,520

1,410

1,370

1,320

Professional

SoftwareServices

PackagedSoftware

EnterpriseSolutions

Products

Software

981125MU_262423_074v3.i

TOPTENPLAYERSPERSEGMENT

Surveyand

BookScope

ProcessingServices(e.g.ADP)&InternetServices

HardwareProducts

HardwareMaintainanceServices

Software

Products&

(e.g.Yahoo!)

Services

Embedded

Softwareincl.

Services

Revenues1$m

Toptenplayersineachsegment

(1997estimated

revenuesinspecificsegments)

1.AndersenConsulting

2.IBM

3.EDS

4.CSC

5.ScienceApplications

6.CapGemini

7.HP

8.DEC

9.Fujitsu

10.BSOOrigin

26,630

2Worldwidesoftwarelicensesandmaintenance/supportrevenuesSource:IDC,McKinseydatabase,McKinseyanalysis

1Worldwideprofessionalsoftwareservicesrevenues

Revenues2$m

1.IBM

2.Oracle

3.ComputerAssociates

4.SAP

5.HP

6.Fujitsu

7.Hitachi

8.ParametricTechnology

9.Peoplesoft

10.Siemens

10,270

4,260

3,240

2,360

2,190

1,810

1,270

760

700

680

27,540

Revenues2$m

1.Microsoft11,600

2.IBM2,560

3.Computer1,080Associates

4.Adobe760

5.Novell710

6.Symantec550

7.Intuit520

8.Autodesk420

9.Apple380

10.TheLearning350Company

18,930

4

Verylargecompanies(Rev.*>USD1billion)

981125MU_262423_074v3.i

DISTRIBUTIONOFPARTICIPATINGCOMPANIES

NorthAmerica(Canada,US)

Region

Asia(India,

Israel,Japan)

9

52

39

Europe(Austria,Denmark,France,Germany,Ireland,Italy,Netherlands,Luxemburg,Sweden,Switzerland)

Size

Startups

(Rev.*<USD10million)

12

41

32

15

Businesstype

Mass

packaged

software24

39

37

Professional

services

Enterprisesolutions

Largecompanies

(Rev.*<USD1billion)

Midsizedcompanies

(Rev.*<USD50million)

*Totalrevenues

Source:Secretsofsoftwaresuccess

*Compoundannualgrowthrate5

981125MU_262423_074v3.i

SCOPEANDMETHODOLOGYOFSURVEY

InterviewpartnersDuringthesurveywedidinterviewswith…

•…morethan450executives

•…100companiesin15countrieson3continents

•…6ofthe10largestsoftwarecompaniesintheworld

•…firmsofall3industrysegments

ResearchmethodologyRankofcompaniesbymarginand

CAGR*

34successfulcompanies

Testof

hypothesiswith

topandlower

third

32averagecompanies

34lesssuccessfulcompanies

Source:SecretsofSoftwareSuccess6

981125MU_262423_074v3.i

ITAAWEBCAST,FEBRUARY8,2000

IntroductiontoSecretsofSoftwareSuccess

Industrystructureandhistory

Illustrationofselectedbestpractices

Futuretrends

Discussion

Source:SecretsofSoftwareSuccess7

IBMPCMSDOS

IBMUnbundling

ADR

Era2(1959-1969)

•Firstsoftwareproductcompaniesemerge

•IBM/360becomesthefirstindustrystandardplatform

Era3(1969-1981)

•Itbecomeswidelyacceptabletobuysoftwareindependentlyfromhardware

•Strongenterprisesolutionprovidersemerge

SOFTWAREINDUSTRYERAS

Netscape

Era5(1994-2008)

•Theinternettakesoff

•NewinternetbasedVASemerge

Era4(1981-1994)

•PC-basedsoftwarebecomesamassproduct

•Microsoftemergesasleaderoftheindustry

SAGE

project

Era1(1949-1959)

•Fewmegasoftwareprojectsprovideimportantlearningopportunities

•Firstsoftwareservicesfirmssetupshop

981125MU_262423_074v3.i

Company

examples

•Netscape

•Intersky

•BroadVision

•Microsoft

•Novell

•Intuit

•SAP

•Oracle

•CA

•ADR

•IBM

•Informat

•CUS

•CSC

•Sema

8

Source:IDC,McKinseydatabase,McKinseyanalysis

981125MU_262423_074v3.i

WORLDWIDEREVENUESANDGROWTHRATESINTHETHREESOFTWAREINDUSTRYSEGMENTS

USDbillions

+20%

p.a.

1993

1995

1997

115

77

55

Top10:23%

Professional

services

+18%

p.a.

61

45

31

Top10:46%

Enterprise

solutions

+11%

p.a.

57

47

37

Top10:33%

Massproducts

Source:SecretsofSoftwareSuccess9

Professionalservices

Packagedsoftware

Enterprisesolutions

PROFESSIONALSERVICES

981125MU_262423_074v3.i

KEYDIFFERENCESOFTHETHREESWSEGMENTS

Salesunits(log.)

10,000,000

1,000,000

100,000

10,000

1,000

100

10

1

PRODUCTBUSINESS

LowMedium

(Customsolution)

HighDegreeof

productization

*Accordingtosignificanceanalysisofkeysuccessfactorsineachmanagementarea

Source:GlobalMcKinseysoftwaresurvey10

981125MU_262423_074v3.i

MAJORDIFFERENCESBETWEENPRODUCTAND

PROFESSIONALSERVICESBUSINESS

ProductbusinessProfessionalservices

Marginalcosts

Almostzero

Almostconstant

Marketstructure

Drivetoconcentration

Highlyfragmented

Regionalappearance

Highlyglobalized

Mainlyregional,with

increasingtendency

toglobalization

Customer

relationship

One-to-few,

one-to-many

One-to-one

Mostimportant

numbertowatch

Marketshare

(installedbase)

Capacityutilization

rate

Relevanceofmanagementareas*

1.Strategy

2.Marketing&Sales

3.HumanResources

4.Softwaredevelopment

1.Humanresources

2.Softwaredevelopment

3.Marketing&Sales

4.Strategy

Source:SecretsofSoftwareSuccess11

981125MU_262423_074v3.i

SOFTWAREPRODUCTANDPROFESSIONALSERVICES

BUSINESS-MANAGEMENTDIFFERENCES

Strategy

•Natureofbusiness

•Timehorizon

•Maingoal

Marketingapproach

•Businesssystem

•Marketingapproach

•Salesapproach

HumanResources

•Requiredskillsetfordevelopers

Development

•Selectionofproductfeatures

Productbusiness

•Speed/timetomarketiskey

•Short-term

•Highmarketshare/penetration

•Producefirst,selllater

•Massmarketing

•Indirectanddirectsales

•Creativityandprogrammingskillsarekey

•Focusonstandardproductsatisfyinglargenumberofcustomers

Professionalservices

•Continuityiskey

•Long-term

•Excellentreputationandcustomerrelationships

•Sellfirst,producelater

•Relationshipmarketing

•Directsalesonly

•Communicationandprojectmanagementskillsarekey

•Focusonindividualcustomerrequirements

Source:SecretsofSoftwareSuccess12

981125MU_262423_074v3.i

ITAAWEBCAST,FEBRUARY8,2000

IntroductiontoSecretsofSoftwareSuccess

Industrystructureandhistory

Illustrationofselectedbestpractices

Futuretrends

Discussion

Source:SecretsofSoftwareSuccess13

981125MU_262423_074v3.i

BALANCEDECISIONSINDIFFERENTMANAGEMENTAREAS

Managementareas

Keybalancestofindwithinthetop5areas

Partnering

Servicestrategy

Marketing

People

management

Development

…versus...

Growthemarket,but

shareitwithpartners

Focusonasmallermarket,

but“takeitalone”

Maintainorganizationalfocusonproductbusinessonly

Investinmoreaggressive

brandbuilding

Focusonshort-termprofitabilityby“utilizingpeople”efficiently

Emphasisonprocessesand

disciplinedexecution

…versus...

…versus...

“professionaltouch”

Investindevelopingand…versus...

retainingpeoplelong-term

Emphasisoncreativityand…versus...flexibility(ad-hocculture)

Source:SecretsofSoftwareSuccess14

981125MU_262423_074v3.i

BALANCEDECISIONS-PARTNERING

ManagementareasKeybalancestofindwithinthetop5areas

Partnering

Growthemarket,butshareitwithpartners

…versus...

Focusonasmallermarket,but“takeitalone”

Servicestrategy

Marketing

People

management

Development

…versus...

…versus...

“professionaltouch”

Investindevelopingand…versus...

retainingpeoplelong-term

Emphasisoncreativityand…versus...flexibility(ad-hocculture)

Maintainorganizationalfocusonproductbusinessonly

Investinmoreaggressive

brandbuilding

Focusonshort-termprofitabilityby“utilizingpeople”efficiently

Emphasisonprocessesand

disciplinedexecution

15

Source:SecretsofSoftwareSuccess,

NewYorkTimes,USsecuritiesfirmEvessen

NOONECANGOITALONEINSOFTWARE

SAPlaunchedaglobal“SAPPartnerAcademy”,aninternationalinstituteofhighereducation**justtotrainitspartners

MicrosoftspendsmorethanUSD600millioneveryyearjuston

coachingitspartners,andhandsout96%ofthetotalvaluetopartners

Baandecidedtohand80%ofthetotalvalueofBaaninstallationsitspartners

981125MU_262423_074v3.i

Successfulsoftwarecompanieshaveonaveragefourtimesasmanypartnersasthelesssuccessfulones

“IntheERP-software-businessyoucannotsurvivewithoutpartners”

“Noonecandoitby

“Partneringisabsol-utelyfundamentaltothesuccessofasoftwarecompany”

“Morethan50%ofoursuccessisduetopartnering”

themselvesanymore.Thecompaniesthatdonotunderstandhowtotrulyparner

willgetleftbehind”

GrahamSharman,PresidentBaanInvestment*

RichardRoy,GeneralManagerMicrosoftGermany

HenningKagermann,CO-CEO,SAP

JohnChambers,PresidentCisco

Ciscosignsupsomanyalliesperyearthatithiresnewpartneringmanagersalmosteverymonth

*NewVanenburgVenture

**Firstofsuchakindworldwide

16

Source:SecretsofSoftwareSuccess,Intuit,pressclippings

USD

Intuitstockprice

80

60

Similar

threatsfrom

lackof

partnersfor

SoftwareAG

andApple

25

12/95

7/976/9898

981125MU_262423_074v3.i

INTUIT’SPARTNERINGMOVES

“Itwaseitherpartner

orperish”

BusinessWeekJune1998

•Intuitfacedincreasingthreatfromon-linefinancialservices

•In1997,founderScottCookdecidedtoredirect

Intuitfromastand-alonesoftwarecompanytoaninternetsoftwareandserviceprovider

“Wehadtosublimateouregoandbecomepartofsombodyelse’sbusiness”

WilliamHam’sJr.,CEOIntuit

•Inthefirstsixmonthsof1998aloneIntuitalliedwith12companies

•Examples:Excite,FinancialTimes,StandardandPoorAmericaOnline,CNNfn,banks

17

Source:SecretsofSoftwareSuccess

Complementaryproductorservicepartners

partners

R&D

Marketingpartners

Implementationandmaintenancepartners

•OracledatabasesforSAPR/3

•RetailbackofficesoftwarefromNaviplusforNavisionERPsystem

•Intershopsoftware•Professionalservices

promotionviahardwareexpertsHPandSiliconGraphics

playersErnstandYoung,CoopersandLybrandAndersenConsultingetc.withSAP,Baan,Peoplesoftetc.

•DistributionandlogisticsmodulesfromLanhamforNavision

•FinancialTimesandAmericaOnlineinfosforIntuit’swebplatform

•NiceSystemsvoiceloggingsoftwareviaIPC,Siemens,Aspect

•BetareleasesbylargeproductfirmstoprofessionalservicesfirmslikeTCS(India)

•ProfessionalservicefirmsadERPplayers

981125MU_262423_074v3.i

PARTNERSALONGTHEVALUECHAINCLOSINGCRUCIALGAPS

Typesofpartners

Gapstoclose

Requirementsoutsidekeycompetencies

Keepingwithextermelyshorttime-to-marketsequences

•AndersenandSAPjointdevelopmentinutilitiesandfinancialsector

•MicrosoftcarPCSoftwarejointdevelopmentwithcarmakers

•BetaversionsforearlyapplicationbuildingfromMicrosoftforKHK

Buildingmarketpenertrationvolume

•SunJavalicensing

toOracle,IBM,

Netscape(750,000

Javadevelopersin

1998)

•Intershopproductco-

marketingwith20

corepartnersand500

salespartnersincl.

HP,Sun,Silicon

Graphics

1

Source:SecretsofSoftwareSuccess18

Document

managementsoftwarefirms

•IXOS

•FileNet

•Documentum

ERP

implementationconsultants

•Andersenconsulting

•CoopersandLybrand

•Ernst&Young•

•

Software

Database

implementation toolproviders

•Intellicorp

•IDSScheer

•

•

•

manufacturers

•Oracle

•Informix

•

•

•

Hardware

manufacturers

•Compaq

•Dell

•IBM

•

•

•

匾匾

1

1 1 1111 1 1 1 1

1111

11

11

1

1

匾匾

1111111

匾 匾 匾匾匾匾匾1匾匾匾匾1匾匾匾匾1

1

1

1

1

1

1

1

1

1

1

1

1

Inthecarindustry,that

羹羹羹羹羹羹羹羹

羹羹

WW

•

•

•

1111

981125MU_262423_074v3.i

PARTNERSFARBEYONDTRADITIONALSUPPLIERS

Partners

listedin

SAP’s

1998

supplierconferencebooklet

1

1

111111111

111111111

1

1

1

1

1

1

匾匾

111111111111匾111111111111匾111111111111匾111111111111匾 1 1 1 1 1111111111 1111111111

1 111111111

11111

11111

1

wouldmeancustomers

1

decidewhomakesthe

11111111

羹羹

breaks,theseatsandthe

11111111

111111111

engineoftheirBMWand

1

1

1

1

1

11

11

羹

羹

whoassemblesit

1

羹羹

1

Customerscanselectprovider

fromeachgroup

Source:SecretsofSoftwareSuccess19

981125MU_262423_074v3.i

BALANCEDECISIONS-PEOPLEMANAGEMENT

Managementareas

Keybalancestofindwithinthetop5areas

Partnering

…versus...

Growthemarket,but

shareitwithpartners

Focusonasmallermarket,

but“takeitalone”

Maintainorganizationalfocusonproductbusinessonly

Investinmoreaggressive

brandbuilding

Servicestrategy

…versus...

…versus...

“professionaltouch”

Marketing

People

management

Investindevelopingandretainingpeoplelong-term

…versus...

Focusonshort-termprofitabilityby“utilizingpeople”efficiently

Development

Emphasisoncreativityand…versus...Emphasisonprocessesand

flexibility(ad-hocculture)disciplinedexecution

Newsoftwarepositionsp.a.

+50.000(exampleUS)

GLOBALSOFTWAREWORKERSHORTAGE

48,000

Increasingdemandfor

softwareworkersdrivenby

•Stronggrowthintraditionalsoftwaremarket(18%p.a.)

•Explodingnewsegmentswithhighdemandforsoftwareknowledge(e.g.,internet)

981125MU_262423_074v3.i

Numberofcomputersciencegraduates(exampleUS)

26,000

1984868890929496

Decreasingsupplyofcomputersciencegraduatesuntil1998

•Supplycycleseveralyearsbehinddemandcurve

•Jobprospectsweresignificantlylowerintheearly90s

Globalshortageofsoftwareworkers

•346,000vacantITpositionsintheUS(200,000intheSiliconValleyalone),approx.500.000inEurope

•Extremehighturnoverrates(20%p.a.)

•Mostimportantgrowthobstacleforsoftwarecompanies

Source:SecretsofSoftwareSuccess,Estimations20

Advantages

HIGHTURNOVER

Averagestaffturnover

Percentp.a.,(US,1997)

21

17

11

23

SteelAuto-RetailElectro-Software

mobilenicsand

services

981125MU_262423_074v3.i

+

+

+

+

Desiredrefreshment/avoidanceoflegacy

PushinnovationthroughnewideasFacilitatechange

Newleadsforrecruitingcandidates

Disadvantages

-

-

-

-

Knowledgedrain

Lossofpersonalrelationshipstocustomers

Replacementcost

Culturalerosion

"Wedonotregarda20percentturnoverrateasbeingtoocritical.Onthecontrary,ithelpsustoconstantlybringinnewideasandnewfreshthinking"

KerryLamson,VPMarketingOracleApplications

Source:SecretsofSoftwareSuccess21

Source:SecretsofSoftwareSuccess22

Successful

turnovermanagement

TURNOVERMANAGEMENT

Retainkey

people

selectively

Hire

according

toculturalfit

Bringingnewhiresuptospeedfast

981125MU_262423_074v3.i

Examples

•AlargeSVcompanygivesitsmanagersasystemtotrackthe"walk-away-value"(i.e.thevalueofstockoptionsanemployeewouldloseifheleftthecompanynow)fortheiremployeesonadailybasis–ifthisvaluegetstolowforkeyemployeesmangerscantakecountermeasures

•AtaMichiganbasedcompanytheCEOintroduceda"Typicalprofileofourcompany’semployee"basedon”Company-values"tosupportrecruiting–sincethenturnoverhasdecreasedsignificantly

•CISCOintroduced“FastStart”adedicatedprogramtobringnewhiresuptospeedincludingspecialized"facilitiesteams"forsettinguptheinfrastructure(e.g.,Fax,phone,mail)aswellassophisticatedsystemsofautomatede-mailstomanagerstoremindthemoftheirdutieswithnewemployees

Source:SecretsofSoftwareSuccess23

981125MU_262423_074v3.i

COMPARISONUS-EUROPE

Staffturnoverrates

inpercentp.a.

21

7

EuropeUS

Comparisonofpeaksalarywith

averagesalary

Peaksalaryaspercentageofaverage

183

115

EuropeUS

Otherretainmentmeasures

•Stockoptions

•Topdeveloperconferences(Platinum)

Source:SecretsofSoftwareSuccess24

“Technologyfocus”

•Focusoncuttingedgetechnology

•“Topdevelopersclub”withannualtechnologyconferencesfeaturingtalksofreknownindustryspecialists

rewardanemployee

Greatsoftware

cultures

“Livingforcustomervalue”

•Focusonbusinessvalue

•“Lowtechapproach”

•Emphasisonhighbusinessethicsandstandards

•Mostimportantthingtolookatwhenhiringnewemployeesis“Abalancedpersonality“

981125MU_262423_074v3.i

EXAMPLESOFSOFTWARECOMPANIES’CULTURES

“Funplacetowork”

•Selfrunaerobicclasses,companyrockband,frequentbeachparties,carraces

•CEOevenperformedHawaiiandancedressedinwigskirtto

“Workhard–playhard”

•Claimstohavehighestcombinedcompensationpackageintheindustry

•Extremelybottomlineoriented

•Specialpartiesfortopperformers(likefreeboatrideswiththecompanyboatorspontaneoustripstotheCarribean

Source:SecretsofSoftwareSuccess25

981125MU_262423_074v3.i

BALANCEDECISIONS-DEVELOPMENT

Managementareas

Keybalancestofindwithinthetop5areas

Partnering

Servicestrategy

Marketing

People

management

…versus...

Growthemarket,but

shareitwithpartners

Focusonasmallermarket,

but“takeitalone”

Maintainorganizationalfocusonproductbusinessonly

Investinmoreaggressive

brandbuilding

Focusonshort-termprofitabilityby“utilizingpeople”efficiently

…versus...

…versus...

“professionaltouch”

Investindevelopingand…versus...

retainingpeoplelong-term

Development

Emphasisoncreativityand…versus

flexibility(ad-hocculture)

.Emphasisonprocessesand

disciplinedexecution

Processanddiscipline

•Quickstaffing(Startprojectfaster)

•Limitedplanningefforts(Savetime)

•Emphasisoncodingnotondesignandtesting(Onlycodingis“productive“)

•Noorfewdefineddevelopmentprocesses(Processeshampercreativityandflexibility)

•Deliverallfeaturespossible(Themore

26

981125MU_262423_074v3.i

SOFTWAREDEVELOPMENT-BALANCEDECISIONS

Creativityandflexibility

Practice(rationaleorbelief)

Practice(rationaleorbelief)

•Qualitystaffing(Havingthebestteamismostimportant)

•Elaboratedplanning(Planningsavestimelater)

•Elaborateddesignphase-earlystartoftesting(Gooddesignandearlytestingmakeabetterproduct)

•Strictlydefinedprocessesthroughoutthewholedevelopmentprocess

(Processesensurequality)

•Disciplinedfeaturepriorisation(Avoid

featuresthebetter)

featurecreep)

Balanceisoftenshiftedtowards“creativityandflexibility“dueto:

•Unexperiencedmanagers

•Extremetimepressure

•Pressurefrommarketing,customersandcompetitors

•Highuncertainty

27

Source:SecretsofSoftwareSuccess

Probabilityofprojectcancellation(totalfailure)asafunctionofprojectcomplexity

Probabilityofprojectcancellation(inpercent)

100

75

50

25

0

10100100010000100000

Projectsize(functionpoints)

981125MU_262423_074v3.i

SOFTWAREDEVELOPMENT-RESULTS

Reasons

•Enormouscomplexity

–e.g.Windows95=11Millionslinesofcode,SAPeven30Millionlinesofcode

–„Softwareproductsareamongthemostcomplexentitiesmeneverbuilt-maybeonlytheegyptianpyramidswerecomparablegiventhetechnicalcapabilitiesoftheirtime“

CapersJones

•Enormousuncertainty

–Unclear(andchanging)customerrequirements

–Designuncertainties(impactofsmalldesignchangesonthefinaloutcomecanbesignificant-predictionisextremelydifficult)

–Changingtechnologicalenvironment(productsusingacertainplatform,e.g.anoperatingsystem,usuallymust

change,whentheplatformchanges)

100%

100%

Nevertheless...

OntheCMMScaleof

softwareprocessmaturity

morethan75%ofall

surveyedcompanies

ranked

1-CHAOS

INVESTINPROCESS

981125MU_262423_074v3.i

ILLUSTRATIVE

Realexperienceofprojectsthat…

...paylittleattentiontoprocess

Thrashing

Productivework

Process

Startofproject

Endofproject

Percent

ofeffort

...focusearlyonprocess

Thrashing

Productivework

Process

Startofproject

Endofproject

Elaborateddevelopmentprocesses

–shortentimetomarket

–decreasecost

–reducedefects-increasequality

–improvemorale(contrarytocommonbelief)

ExampleLockheed:After5yearsofprocess

improvementdefectswerereducedby90%,timetomarketby40%,costby75%

Source:SecretsofSoftwareSuccess28

Source:SecretsofSoftwareSuccess29

Degreeofuncertainty

Downstream

Requirements

analysis

Design/

Integration

andtesting

Upstream

phase

Maintenance

Coding

phase

Time

981125MU_262423_074v3.i

TWOPHASESWITHVERYDIFFERENTEMPHASIS

Examplecompany

2phaseprocess:

Idea&Designphase

•Ideacreationisfocus

•Playfulandinformalatmosphere(peopletalkintheaisles,coffeecornersfrequentlyused

•„Wearesittinginacircleandholdhands“

CTO

ImplementationPhase

•Rigorousanddisciplinedimplementationisfocus-nodistractionpermitted

981125MU_262423_074v3.i

Successfulcompaniesareabletodividealargeprojectintosmallsectionsthatcaneasilybemonitored

Shareofdefineddevelopment

projectslastinglessthan1.5months

Percent

Successfulcompanies

Lesssuccessfulcompanies

11

4

981125MU_262423_074v3.i

Successfulcompanieshavetighterprojectmanagement

Frequencyofcomparisonoftargetvs.

actualprojectperformance

Days

18

11

Byprojectmanager

35

26

Byinternalsteering

committee

Successfulcompanies

Lesssuccessful