Re: Hmmmm
Or Even.
Act 1: ERP vendor works with customer to understand the business and provide quote for bespoke ERP solution customized to fit their processes. Customer embraces change with open cheque books.
Act 2: ERP vendor delivers a system that largely fits the customers requirements with a few cost overruns. Project is considered "mostly successful". Note that the value of success will vary largely between customers.
Act 3: The next 10 years of business change/acquisitions results in a system that is barely fit for purpose. Company is unwilling to invest in further customization as vendor has announced a new release which will require re-implementation from scratch. ERP system patching/maintenance upgrades considered optional.
Act 4: ERP system struggles to support business due to pretty much every change conceivable. Attempts at implementing required patches are largely unsuccessful creating a sufficient work for a consulting firm to move to larger offices in a prominent part of an expensive city. While outsourcing the consulting work was considered, Hell withdrew from the tendering process on ethical grounds.
Act 5: ERP vendor encourages customer to move to new system. Customer firmly refuses to budge.
Act 6: Company employees a reassuringly expensive consulting company to scope requirements for replacement systems. Open warfare breaks out between those using the system that like it and those using the system who find it unfit for purpose. There is uncertainty over the difference between "long term sick leave" and "Susan was struck with a chair for suggesting a change to the order entry system",
Act 7: Company investigates alternative systems, but reject them. Goto Act 4.