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This paper presents some of the initial findings of a series of studies documenting the UK eUniversity (UKeU) approach to and experience of e-learning. It will focus on the experiences and lessons learned of members of the learning technology team within the UKeU or people working closely with them. Our particular interest is to describe the various roles and approaches to e-learning. We will concentrate in this paper on the organizational cultures and processes. The paper will critique the relationships between the different stakeholders involved in the experience. In particular, we will explore the relationship between the documented UKeU vision and how this was instantiated and its impact on practice. The paper also explores the roles of the different stakeholders, their perceptions of the project and their interrelationships. One of the most important findings of the research is the mismatch between those with more of a business-orientated vision for UKeU and those more interested in the academic aspects and the potential educational innovation. We believe the paper is important in terms of helping practitioners to understand the complexity and challenges of large-scale e-learning developments. We believe it offers valuable insights for future national continuing education policy and practice, by considering the following issues: (1) How is e-learning policy conceptualized and implemented?; (2) How can e-learning be developed in different organizational cultures, which may involve cross-sector stakeholders?; (3) How can the potential damage of the tensions between business and educational stakeholders be minimized?; (4) What are the appropriate organizational structures and processes needed to support large-scale e-learning development?; and (5) What staff development mechanisms are needed to ensure success? (Contains 1 table.)