Most businesses do not set out to run on spreadsheets. They start with a sensible workbook, then another, then a folder of versions, then a process that only one person can explain.
The licence is cheap. The operating cost is not. Every manual copy between systems is a chance to get a number wrong. Every undocumented formula is a single point of failure. Every 'master' file that lives in an inbox is a governance problem waiting for an audit, a holiday or a resignation.
The question is not whether spreadsheets are useful. They are. The question is which parts of the business have quietly become dependent on them for work that should be a system: quoting, scheduling, stock, onboarding, reporting, customer records.
Replacing that work does not mean boiling the ocean. It means finding the processes that move money or risk, and giving them a home that more than one person can use, trust and improve.