In 1995 AT&T Canada was financially unstable, facing losses of $1 million per day. With as many agendas as it had owners, employee morale was low and the company’s main focus was on survival. In 1998, after implementing the Balanced Scorecard, AT&T Canada enjoyed solid financial backing and a significant cut of its losses. With a clear consensus on strategy among its shareholders, its reinvigorated workforce provides high-quality, state-of-theart services. William Catucci, then CEO of AT&T Canada was the driving force behind the company’s change in fortune using the Balanced Scorecard to transform AT&T Canada into a Strategy-Focused Organization.