Extant theory suggests that paths of development, although identified as beingunsustainable, might be difficult to depart from. Our aim has therefore been toexplore and understand how a path change can be facilitated in a setting of complexproduct systems. We have studied a unique single case that managed a departurefrom an unsustainable cost escalation for complex defence equipment. The studyshows a relation between a path change and an opportunity, and also indicates howthis relation can be moderated by company management and customers. This isfurther clarified in a proposed model. We thereby provide both a theoretical andpractical contribution that support understanding and facilitating of path changes.