High levels of investment in IT and related products and services over the last two decades have produced only mixed results. Research has shown that one of the most significant determinants of successful IT investment is the alignment between IT and the competitive strategies of a firm. Yet, it is largely unclear to both researchers and practitioners how to achieve such alignment in a complex business environment. In this paper, using the IT alignment model of Reich and Benbasat as the underlying theory, we present the preliminary findings of a case study on how one company used a well established strategic management tool, the Balanced Scorecard, as the framework for aligning its IT initiatives with business strategies, that resulted in financial success for the company.