I've led the team that worked for more than two years to prepare our products for the Y2K, in real time finance, and there was not a single but many points of f

I've led the team that worked for more than two years to prepare our products for the Y2K, in real time finance, and there was not a single but many points of failure, some completely not obvious before they were detected, so most of the time was spent on developing different tests and procedures to actually in advance test, verify and diagnose the big amounts of code where anything could be implicitly based on the assumptions that won't be true at 2000. When there were (almost) no issues at the begin of 2000, it was because of a lot of concentrated work correctly done before, early enough. The luck was that the problem was in the consciousness of everybody making decisions, and that those making decisions had a good motivation to do the changes (e.g. the company can charge for fixes, or the company will not be able to sell the product if it's not fixed). The real danger is when those who make decisions (and those who directly influence them) have a good motivation (from their narrow point of view) to continue ignoring the problem. That's how the environments described by Octavia Butler develop.