 This paper examines the effects of implementing a business intelligence system in a National Health Service Hospital. It explores the power dynamics between various stakeholders and how they interact with each other during the process. The study uses Structuration Theory to analyse the production and reproduction of structure within the organisation. The results show that constant renewal and evolution are necessary for successful implementation of the system. However, this process often creates new power structures which are led by BI analysts. These analysts gain more power than the original stakeholders, leading to a shift in power dynamics. The paper concludes that strong communication and engagement with all stakeholders is essential to ensure a smooth transition and avoid alienation of key users. This article was authored by Zahid Hussein, Abdul Jabbar, and Kai Kung.