Evidently, Brandel gives more emphasis to the people who work at the bottom of the company. Meaning to say, the main task of the employers and other top leaders of the organization is to listen and, thus, fulfill what their employees want and expect. The writer cites that the top-one reason why employees remain loyal to their workplace is a just compensation (Brandel). Of course, money matters; undoubtedly, employees choose to work primarily because they need a daily bread, so to say. For Brandel, however, the factor called “fairly compensated” requires no further discussion considering that there are other things besides monetary component that need to be stress out.1 Monique McKeon of The Chubb Corporation has said it well: “The pay is nice, but I need to come home at the end of the day and feel good about what I did.”2 That is to say, employees have personal goals and interests -- goals and interests that are unique in contrast to the company’s -- on why they go to work. Brandel enumerates five key factors that keep the IT-centered companies rise above others: (1) making known their mission statement, (2) involving IT employees to important organizational discussion, (3) promoting unity within their members, (4) insuring flexible rules and policies, and (5) providing opportunities for growth.3 First, IT-based organizations become successful when they establish and make known to their IT workers about their mission statement.