The Hilton Hotel Corp.\u2019s experience with the Balanced Scorecard proves that an IT organization can benefit from the Scorecard, even if it\u2019s never rolled out within the department. In 1997, Beverly Hills, Calif.-based Hilton implemented the Scorecard companywide to maximize revenue, improve guest satisfaction and operational effectiveness, and foster internal learning and growth. However, CIO Tim Harvey never implemented the Scorecard within IT.Still, Harvey says the Scorecard has been a critical tool for ensuring IT\u2019s continued value. Though IT doesn\u2019t have its own Scorecard, Harvey says, no IT project is commissioned without tying it back to one of the major value drivers on the Hilton Scorecard. For example, because one of Hilton\u2019s key drivers is operational effectiveness, Harvey has made a major push to come up with technology to minimize manual efforts in conducting hotel business. "We\u2019re constantly looking at what kind of technology we can provide that will reduce cost as much as possible," he says. Harvey says using the Scorecard as a simple guidepost?even without devising one of his own?has done wonders for IT\u2019s relationship with business. "It\u2019s helped me make sure that everything we ask the corporation for money for is in complete alignment with the business," he says. "As a result, I\u2019ve seen the satisfaction with my organization rise."