Tang: So what we ask ourselves is let’s look at enabling factors that are most significant predictors of specific project outcome. Namely, if I do this factor well, it will produce this specific outcome. For example, if I do this factor well, then my profit should improve. If I do that factor well, then my market share will improve. What I am saying is that if you identify the outcome with more clarity, then you can identify the factors, then you can improve the product development process. So we had a conference at MIT about a year ago, and we had a large number of companies, you can see here the distribution of companies. They really came from large manufacturing type of companies as you see the distribution here. Large because about 63% came from companies that have more than 2500 employees. And we had 86 participants; we survey 86 and got 83 valid responses. What is particularly interesting is average experience of participants was 25 years of engineering experience. So we felt we got a lot of informed responses. So we designed the survey in the following way: basically centered around two questions. How important is each of these factors, and there were about 140 factors, and I listed only 4 of them here. How important are these to achieving success in product development? And the second question we ask is how capable is your company in each of these? I am going to report today to you just the capability side. Then what we did is we anchored the question on a scale of one to seven, like that kind of a scale.And the problem one to seven kinds of questionnaire is that seven for me may not mean the same seven for you. So what we did is that we anchored the scales on descriptors. So seven is you’re extremely capable. What does extremely capable means? It means that with this factor, your capability in this factor produces unprecedented performance, namely, a level of performance that your company finds to be exceptional. By the way, this capability has redefined the practice of the process in the firm by which we practice these factors. And when I do this, the competition really loses a lot of sleep, it is disruptive to them. You probably read the book, Disruptive Technologies, from the Harvard professors, it is good reading, I recommend it. So that is what being extremely capable means. Not capable means, well, it produces OK results, but there are not consistent. In other words, if this engineer was doing a job, they produce this kind of result, they are not consistent, you wouldn’t bet your career on that person. The practice is isolated, inconsistent, and the skill is not widely available in that organization. So that is what non-capable means. So we anchored the one to seven in this way and thought we would get better responses.