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Two practitioners' methods of results-driven incrementalism and options thinking were applied in order to analyse a change of core information systems in a mid-sized UK retail bank. The case links decision criteria for software selection to strategic misalignments which came into force strongly after a roll-out of the new systems, generating six-figure bills for software functionality. The practice of business ownership over software development did not help to eliminate the misalignments. The concluding part of the case reflects on the quality of incrementalism on project management and lists options 'bought' by the business. The case shows how conservative IT and business strategies generated a value-added minimum but failed to deliver value quickly and realise multiple options.