This paper presents the case of the Australian Bureau of Statistics (the ABS) as a knowledge- and information- intensive organisation and focuses on the introduction, running and upgrading of a critical systems and technology change through the ABS' knowledge management Initiative (KMI). Twenty five (25) individuals from the ABS responded to questions about their understanding of the systems and technology, knowledge management and the KMI implemented throughout the ABS. This story is filtered through the lens of the Sensemaking framework of knowledge in organisations. Through this it is seen that the strategic methodology used for rollout was successful, and the new information systems used are valued and effective, but that there is a residual resentment for the abolition of alternative software for workers' use.