Hershey Foods, Inc., completed an upgrade to their SAP/R3 enterprise software installation on schedule in September 2002, and they did it below their projected budget. This was considered a big achievement for the company that had experienced $150 million dollars in lost sales to problems associated with its new ERP system just a few years earlier in 1999. Hershey’s CIO, George Davis, wondered why things went so smoothly with the upgrade compared with the original installation. Was it technology problem? Or was it a people and or organization change problem.