Even a business that "wrote the book" on management excellence can benefit from process analysis and improvement. Harvard Business Review's many derivative products, including the familiar article reprints, had been produced using a highly-repetitive set of processes. A cross-functional team was able to define the needs of the different derivative product types. This allowed HBR to separate the knowledge-based magazine production from the rote processes used to create reprints, permitting automation of the latter using template driven by XML. The result: significant time and cost savings, and new opportunities for repurposing content.