Which software vendors will be next to go bankrupt?

In a world where everyone wants to be a superstar, it’s not surprising that the companies most likely to go bust are those that have long been admired for their agility and flexibility.

But what if that agility and simplicity is the thing that keeps them in business?

That’s exactly what researchers at McKinsey have found in their study of the top 10 software vendors, which is available to download and read on their website.

It shows that the most agile companies can afford to be.

The researchers used data from a 2014 survey by the consulting firm McKinsey & Co. and surveyed the software developers in each company on how they use their technology, including their priorities for quality assurance, testing and maintenance, and the size of their team.

The survey also included a question on the “sustainability of software.”

The results of the McKinsey study, which was released this week, reveal that companies with the highest number of developers and engineers are those with the largest amounts of cash in their pockets.

Those with the lowest amount of cash are those who can afford less expensive testing and testing-and-maintenance software.

This kind of “sustainable” software is also one that can last a lifetime.

In the case of McKinsey’s data, the average life span of software was 11.7 years for software used by over 100 million people.

That’s the kind of longevity that software companies are desperately trying to capture, and that has led to a proliferation of agile software.

In fact, more and more companies are choosing to go with “solution-oriented” software, meaning that they use the software they’re developing as an initial, “pre-launch” testbed to get feedback before moving into the development process.

In addition, they’re not just testing and monitoring software; they’re also making sure the software is as well designed as possible, to make sure it’s running well and to make the systems that they’re building more resilient.

As a result, a large number of companies are now using solutions that take this approach.

For example, McKinsey found that, in 2015, the number of software development teams at the top 50 software companies grew from 21 to 27, from 2,859 to 2,929.

The number of systems managers and operations teams in these companies increased from 971 to 2.2 million, while the number and type of developers in these organizations increased from 2.4 million to 2 million.

So, is the way to make a software company sustainable?

McKinsey suggests that it’s a combination of a number of factors, including a company’s overall ability to test, improve and maintain its systems and their ability to build software with a focus on speed, reliability and agility.

It also shows that these agile software companies can and do scale, with a growing number of smaller teams of around 30 people each.

In some cases, these smaller teams have been known to work on smaller software projects than larger teams.

And they’re often led by leaders with high-quality skills, such as software developers, product managers and architects.

Of course, these are not the only reasons that companies have chosen agile software, and McKinsey is not recommending that companies go down this path.

It’s important to note that the McKinchess study was not intended to be an endorsement of all software development or engineering practices.

And, for that matter, there are many other factors that contribute to a company becoming profitable.

For one thing, companies are typically judged on how many customers they can retain and grow, which makes it more difficult for a company to scale if it’s relying on an entirely new technology.

And then there’s the question of whether a company is prepared to spend its resources and capital in the long term, and whether it can continue to thrive in a competitive environment, which means it needs to build out its systems.

So it’s worth noting that McKinsey was not measuring how successful software companies were or whether they had enough cash in the bank to survive, but rather what kinds of products and technologies are used by them.

So, for example, if a company like Google is relying on its software to support Google+, it’s unlikely that its cash is sustainable.

But if a small team of software engineers are responsible for making Google a better search engine, that would be much more sustainable.

So if you’re looking to make your software company more sustainable, it may be a good idea to focus on some of the key metrics that you can measure: what products are being used, how much of the team is being paid, and how many people are working on the software, which should be reflected in your business strategy.

And, of course, a company that is able to get away with such practices is one that will be worth monitoring closely in the future.