Cisco Systems, Inc. had a legacy software$/$IT package supporting the company's core transaction processing $-$ financial, manufacturing, and order entry. The system was, however, deteriorating in terms of its capacity to support the growth of the business. In considering an upgrade of the existing system, Cisco Systems Chief Information Officer $($CIO$)$ Pete Solvik recognized that the system could not support a company with ambitions of being a $$5$ billion$-$plus organization. Solvik wanted to have each functional area to follow common architectures and databases. Over the following year, however, it became evident that departments were doing little more than band$-$aid solutions.What was the catalyst that set the ERP implementation in motion?