Digital transformation initiatives must meet specific demands, mainly to improve existing processes or provide a more efficient way to address a problem or situation. When such interventions are required for large projects in the public sector, the involvement of multiple stakeholder groups becomes inevitable. The literature indicates that this often leads to complex stakeholder interrelations and conflicting interests because of diverse perspectives and power dynamics. This paper presents the case of a machine-readable passport project whose purpose was to automate the passport transaction process in Bangladesh; that involved multiple organisations with diverse portfolios from the public and private sectors. Although considerable success was achieved, it was not without challenges because of the complex power dynamics and the sociocultural and political environments of the various stakeholder groups involved. Using the salience model, this study examined stakeholder relations, interests, and power plays and provides rich insight into the complexities and challenges of the stakeholder relationships. Data were collected from a series of interviews, focus group discussion, and observations of participants during the early stage of the project. The findings suggest that information and communications technology innovation, implementation, and organisational change in developing countries is deeply rooted in sociocultural and organisational norms, vested interests, and power politics at multiple levels. In addition to contributing to new knowledge in digital transformation interventions in developing countries, the study has policy implications and practical lessons for designers and implementers working in developing countries.