This paper is an evaluation of Enterprise Systems (ES) implemented in Australian organisations in the last ten years. This study is interpretive, addressing the impact of ES on the whole organisation via case studies. The impact of ES was investigated in the organisation both internally and externally addressing both intangible and tangible benefits. The evaluation was based on the Competing Value Approach (CVA) to establish the outcomes of ES on human resource, internal processes, on external opportunities and on management. Major contribution this paper makes to ES theory is that interpretive studies can equally evaluate ES impact, and CVA based evaluation enables the establishment of tangible and intangible benefits both internally and externally. Research presented in this paper is a set of preliminary findings of ES in nine Australian organisations.