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The Balanced Score card is a proprietary mechanism for measuring and driving business performance. I worked as a business relationship manager for Blue Cross Blue Shield (BCBS) Hawaii and every quarter our senior executives would get and talk about the organization's Balance Scorecard measures and current metrics and how they were working to improve those metrics. Generally speaking the metrics fell in to four buckets: Financial Perspectives, Customer Perspectives Learning, and Internal Business. One of my teammates mate a stellar observation and took it right to Mike Gold, the Chief Operations Officer at the time. She noted that these measures individually did capture to some degree the effectiveness of various business units and their varied attempts and projects intended to move the company to greater scores on the score card. But her killer observation was that each of these objects was neither very compelling on its own nor were they linked to the other business objectives or units. So in effect we had four areas that were not operating either in harmony nor necessarily towards our common corporate objective which was to provide excellent health coverage to the people of Hawaii. It was like being in a boat with paddlers all paddling in slightly different directions and different rates. Who knew where it would end up? The COO charge six of us to take on the project of remaking the entire thing. This project was secret and we reported only to a single senior Vice President and the Chief Operations Officer, we did not inform our Chief Information Officer whom we all reported to directly. Over the course of 18 months we studied the data and were able to come up with a singular objective. To become the U.S. News and World Reports top healthcare insurance company in the country. This was an enormous goal as we were a relatively small BCBS. We would use U.S. News and World Reports objective metrics as our baselines which conveniently covered the areas with in the Balanced Scorecard. Further,we wanted to be top 10% in recognized areas within each domain and tied in improving the health metrics of our customers along with bending the cost curve associated with the growing rate costs of providing health insurance. The end result of this deep dive into the data was a unified goal which we branded The Drive to 75. The 75 was the 75th anniversary of the company and this was a five year objective. Goal we completed our work the data was shared with the board of directors and then later presented by the COO to the company's leadership. Our team ended up creating an innovation center. And the company changed its direction and worked to have all the team paddle the boat in the same direction.