I am moderately familiar with the literature on software projects (e.g., Steve McConnell’s “Software Project Survival Guide”) and business success (e.g., Collins and Porras’, “Built to Last”). “Secrets” tries to merge the knowledge of both disciplines, and comes up short. Its greatest strength lies in distinguishing between and describing in some depth the authors’ views on the different kinds of software companies (mass products, enterprise solutions, and professional services). Its greatest weaknesss lies in committing the “common characteristics” analysis identified as “flawed” in Built to Last, p 13-15 (1997) (100 percent correlation between successful companies and having desks means having desks is a success factor).

“Secrets” adequately describes the conditions that its primary conduits (Navision, SAP, Intershop, Platinum) believe contributed to their successes. It is less obvious that these conditions, if copied, would increase the probability of success for any given company. The reader would surely be better off reading “Built to Last”, then following up with Software Project Survival, Peopleware (DeMarco, Lister), and Principles of Software Engineering Management (Tom Gilb) for starters. The right software product, software service, clients, and market couldn’t hurt . . .