All members of the organization need to be aware of, and motivated to achieve, the elusive combination of enhanced quality, shorter development cycles and reduced costs that reuse makes possible. Development projects can no longer be independently optimized. Also, it is not good enough for upper management to issue reuse mandates without getting the other players on board through changes in organization, performance and incentive systems. Numerous decisions made at the engineering level affect whether or not systematic reuse will be achieved, and it is vital that they believe that in the long-run everyone gains from the reuse program, and are committed to it. Alternatively, a ``grass roots'' effort that does not have management support will not achieve its full potential for it will not have the upfront investment or go-ahead for organizational change to enable full exploitation of multi-project, long-term reuse opportunities. The incentive problem at each level should not be approached in isolation, but rather a system solution should be designed to align reuse goals with organizational objectives and ensure that they are achieved.