Change agents are often advised to achieve organisational transformational by building a coalition of allies that can guide and support the organisation through the transformation process. This paper explains the process through which creation and evolution of a supporting coalition for an IT-enabled transformation program was achieved in an Australian emergency response organisation. We explain the process of ‘coopting’ which comprises of various strategies adopted by the program actor at different stages of the program, for gaining participation and support from various actors in the organisation and inducting them into this guiding coalition. Furthermore, we shed light on the role of change agents in a transformation program, who operate largely in the absence of explicit senior leadership support and in a hostile political environment.