When the author first started in the consulting business, he was hired by a real estate company that had just purchased its first computer. When he arrived, there it was, sitting on a desk surrounded by a tower of papers piled higher than his head. The owner of the company had bought this very expensive piece of equipment (it was an IBM PC XT!) along with a top-of-the-line property management software package. He had bought all of this on the advice of a salesman with no real estate experience. As it turns out, the owner was very upset that after spending all that money, the papers did not just leap into the computer and spit out reports on his command.The more things change, the more they remain the same. The author is still inundated by requests from companies asking him to fix problems brought on by improper software evaluation methods, ill-conceived roll-outs and incomplete implementations. Rather than look at each stage as a part of the whole, many companies tend to look at the stages of software selection as independent events. In particular, companies tend to overlook their own unique culture and ways of getting things done.