Legacy systems are now recognised as a major problem in the design and implementation of information systems to support new business strategies and novel business processes. Information Systems (IS) research into the strategic applications of the technology typically focuses on the alignment of business and IS strategies. However it does not explicitly consider the impact of legacy information systems and their impact on new systems design strategies. Similarly the Business Process Reengineering (BPR) literature assumes a green-field site and does not prescribe strategies for overcoming problems associated with the existing systems and business practices. In this paper the Enterprise Resource Planning (ERP) approach is compared with other generic strategic options. The results suggest that although ERP projects are inherently riskier than less radical approaches the potential benefits are much higher, and the resulting systems provide a platform for longer-term development.