Be serious. ERP is a process where 80% of the investment funding for a business goes to building a tiny system of entirely new work which is (1) unrelated to the day to day work of the business which continues to run on whatever under-funded IT it already had and (2) packed to the gills with very sexy acronyms and plain English words such as 'digital' and 'big'. This tiny system will 'provide new and unexpected opportunities' for the business as opposed to aiding the old and difficult problems that need to be addressed. The new and unexpected opportunities will have a dramatic impact on the career prospects of a small coterie of consultants and company staff around the senior VP running ERP. They will thrive at huge expense until the time comes to move on to a new project.
That was pretty much my understanding of it after taking that course, and I think that must have been what they wanted us to take away from it, seeing as I got a ridiculously high score for my exam paper for saying as much.
That case study is interesting though, your post on mainframes reminded me about it the other day: old mainframe system running 420k transactions per night, shiny new erp system running on shiny new hp servers managed 10k transactions per night.