The Danish government has defined an ambitious e-government strategy aiming to increase both citizen centricity and the efficiency of government service production and delivery. This research uses dynamic capability theory to compare a highly successful and a less successful e-government program both aiming at realising this strategy by reengineering back office processes and implement one-stop shopping. The research contributes to the e-government literature by identifying key differences between the two cases in terms of dynamic capabilities, by identifying the importance of the organisational context for the level of organisational transformation, by illustrating the relevance of the dynamic capability perspective within e-government research and practice, and thereby providing a better foundation for future similar e-government programs.