Nestle, Pella and Volkswagen's common issue is the lack of knowledge sharing between internal business units. They all simularily share a vision to leverage technology to integrate information and processes to be more responsive to a rapidly changing supplier environment. All three companies wanted implementation of new technology systems to streamline workflow giving employees easy access to information in order to focus on higher value tasks. These companies require a knowledge management system to simplify and automate processes where employees and suppliers capture, assess, analyze and use information to support more effective decision making. Nestle had multiple purchasing systems and no formal processes of tracking ice cream flavors, orders or volumes. Non of the groups that were going to be directly affected by the new processes and systems were represented on the key stakeholders team. In its haste to unify the company's separate brands, the project team had essentially replaced divisional silos with process silos. Nestle focused on installing software but did not focus on changing business processes and achieving universal buy-in. Nestle learned the hard way that an enterprisewide rollout involves much more than simple installying software. Pella wants to create visibility and achieve interplant synchronyzation to create better scheduling higher labour productivity and lower inventories. Pella's manufactuing plants operate very efficiently but as silos. The new technology software will provide visibility improve the speed and quality of information by replacing disparate legacy systems with an integrated platform. The more Pella can reduce manufactuing time the more time they have to distribute the product and be compeitive with local suppliers. Pella executives now can manage the enterprise as an integrated whole. Volkswagen needed to