The common misperception revolves around how software contributes to the business. When software is the business, the answer is easy. Software-only companies build products, which they market, distribute, sell, and support in the field. When these firms launch, software visionaries are typically at the helm. These visionaries develop an idea into products their companies can build, distribute, and sell to fill some market need. As these firms grow, vision normally gives way to business. To manage the business, firms must create an infrastructure that addresses accounting, personnel, customer support, and numerous other nontechnical issues. Once established, infrastructure gives way to the need to create a corporate culture. Leadership roles become defined as goals are set and organizations tasked with creating a style rather than a structure for doing business. Such styles become known as engineering- or marketing-driven cultures, based on the values that senior managers place on goal achievement