|
This chart is a real-world case of a company that kept deferring on y2k. The estimated costs of repair soared into the $170 million (Canadian) range in just five years. The company kept facing an ever-more unpleasant reality.
* * * * * * *
The typical learning curve for a large organization starts with denial of a serious problem, moves to acceptance of a small problem and initial estimates which later are doubled and tripled as the full extent of the problem is appreciated. A small case study, shown below, is based on actual numbers for a large Canadian organization and demonstrates how long this process can take. Unless the learning curve is greatly accelerated, many large organizations which have waited too long to start their year 2000 program, have little chance of mounting a successful campaign.
|