The evolving nature of development approaches towards Agile development is viewed with some success. However, evidence suggests that not all development environments have evolved with the same alacrity, thus an organization’s inherent culture may not match the development approach adopted effecting failure. This paper concerns an innovative, real-world Government IS project that is currently being implemented in the UK that reflects such a situation. The paper looks at the tension that transpired between the bureaucratic project arena and the Agile development approach. It examines stakeholders’ behaviour and attitudes borne from a bureaucratic and hierarchical society that were problematic for Agile development. It further explores the issues of conflict and trust that prevented key stakeholders from building and fostering a collaborative and co-operative collective with the Developers that had significant impact. The case study provides evidential insights into the phenomenon of stakeholder control over critical decision-making activities that prevailed over organizational driven strategies that has implications for practice. r 2007 Elsevier Ltd. All rights reserved.