A dramatically increased level of competition precipitated by the emerging global market has fueled many an organization's feverish commitment to producing a more competitive product and service. The intention behind this paper is to encourage attention to the organizational means by which the technical ends, the products and services, can be improved. A basic assumption underlying what is proposed is that in order to produce that better tool, something must be done differently within the producing organization. Fundamentally, it becomes a matter of translating new thought, (the concepts, principles, and practices of continuous process improvement) into action, at the social as well as the technical level. There must be a change in the pattern of cross-functional relationships and activities by which technical wizardry is transformed into product. A specific semiconductor industry example is provided to illustrate the success of one group in orchestrating such a social process transformation to dramatically improve their performance in software test and release.