This article explores the political relationships, power asymmetries, and conflicts surrounding the development, deployment, and governance of IT-enabled sales and marketing information systems (IS) at Digital Devices, Inc. The study reports on the web of individual, group and institutional commitments and influences on the IS development and implementation processes in an organizational culture that promoted and supported user-led development. In particular, the article highlights the problems the company’s IS function encountered in implementing its ad-hoc strategies and governance policies. It will be seen that the majority of these problems occurred because of the high levels of autonomy and budgetary independence of the IT-literate, engineering-oriented business ‘communities-of-practice’ that constituted Digital Devices. The case therefore provides rare insights into the reality of IS development and IT infrastructure deployment in organizations through its in-depth description of the positive and negative influences on these processes and their outcomes.