Q A They did certain things differently. But the basic tenets of daily builds, continuous integration testing, working around small chunks of code, features, small feature teams—Microsoft developers were all doing those things. I must note that the company wasn’t doing this in all of their [product] groups. But they were doing it in their best groups—Excel and Word, among them. The Excel group pushed these techniques the furthest. Eventually all development groups in Microsoft adopted these practices, with some variations. We never called it ‘lean,’ but they thought of themselves that way, especially when they compared themselves to IBM. TCS: So now we circle back to agile development. When you look at your research over the last 30-plus years, starting with manufacturing and product development processes in the auto industry, and then moving to software development and software business strategy more recently, are there any principles in developing and making cars that transcend to software?