This paper looks at processes of embedding of computer systems in four organisational case studies in three different countries. A selective literature study of implementation of computer systems leads the authors to suggest that seen from a top down managerial perspective employees may be assumed to accept and use new computer systems, for example an ERP system but what happens deep down in the organisation are a reshaping, domestication or appropriation of the software for example through developing workarounds. The authors further suggest that traditional implementation models may incorrectly assume that the computer systems has been embedded in the organisation because things appear to be running smoothly when in fact software and/or processes have been reshaped by employees to suit their local needs. These social shapings appear to be done for a multitude of reasons. However, from the qualitative case studies it appears that most workarounds are done to make work easier and/or to overcome perceived inflexibilities in existing enterprise mandated systems. The ubiquitous access to cloud technologies and an increasing workforce of tech savy “digital natives” using their own devices (BYOD) has exacerbated the situation.