I worked there when they went through all that around 2010.
It was fascinating watching it play out. They put a hard deadline of when stores needed to upgrade from the decades-old DOS system, and in the case of my store at least, forcibly transferred ownership to a different franchisee when the original owner refused to make the investment.
The new system was a completely bespoke store management system. POS, call routing, back office management, driver dispatch, scheduling, inventory management, commissary ordering, line management, and online ordering all integrated into a single system.
It even had built in adaptive labor management, using historical volume data to estimate expected scheduling needs, as well as live trend data that told you when to cut drivers. Which was rarely accurate, because it used average delivery times as an input, but corporate used average delivery times as an audit metric, so most stores gamed the dispatch system to goose their corporate audit scores (with the side effect of breaking the accuracy of all the labor management functions of the new system).
On the backend, it enabled a lot of neat data analysis that corporate could use to identify shady shit at franchises, like 2 minute long phone calls, an order that was punched in but never completed, yet inventory coming up short for that exact "canceled" order.
Having worked at a store that actively resisted the changes, then moving to a store where the franchisee embraced the new capabilities and shifted incentives to increase adoption, gave me an incredibly vivid view of how change management impacts projects. One of the experiences I could have asked for that earlier in my career.
