% of engineers are capable of performing the execution phase. This generalization has served as the motivation behind attempts to automate the generation of code for proprietary programming language, a major investment that ultimately failed totally. This long standing objective of moving away from imple- menting services, one line of code at the time, is however gradually becoming a reality for standardized languages. The software provider I-Logix, for example, has been successful in developing tools that not only generate fully executable Java and C++ code but also perform the critical round tripping. Mr. Leif Edvinsson, winner of the prestigious Brain of the Year award in 1998, has developed a model to describe the hidden brain power of a company, the Intel- lectual Capital (IC) management model. In the context of the 10%-90% discussed above, these hidden tangible and intangible values describe a company's IC as the sum of the following five elements: 1) intellectual property (IP), 2) knowledge management (KM) systems, 3) the employees' knowledge, 4) the employees' experience, and finally 5) the employees' skills. Note that while knowledge is tan- gible and transferable, experience and skills are neither. In the case of proprietary systems and languages, tools support and training will be high. However, it does afford some measure of protecting (retaining) the skills and experience established. 1 "The Worlds Biggest Machine" is the title of a white paper, "3G: Building the World's Biggest Machine" by Steve Jones, originally published on the 3G portal web page, http://www.mobiletech- news.com/info/2003/10/04/000100.html. Foreword In many instances, knowledge management systems are at a bare minimum or non- existing, thus increasing the dependency on specialized skills and experience as the company's IP knowledge is held and managed by a very few individuals, that is, the "less than 10%" group. Do you know what your IC is doing? The reality of today's market place is that being first on the market with a prod- u