This article identifies various conflicts that arise before, during, or immediately after the introduction of integrated applications with other programs that may be operating simultaneously. A variety of tools and programs are discussed that have traditionally created conflicts that have sabotaged enterprise resource planning (ERP) implementations. Some of these programs often compete directly or indirectly with ERP programs for resources and attention. While this points to the need to manage continuous change, it also suggests a permanent function with responsibility to manage all of the elements of the change process. Until the organization ceases to have new customers, markets, vendors, products, leaders, and workers, the need to manage the change process itself becomes a key component in allowing the business to continuously change to achieve financial success. This is required to remain close to the customers, where the real effect of change is realized.