This case study explores management controlling tools such as the Balanced Scorecard, the Boston Consulting Group Matrix, and Value-based Management. The case looks at a regional hospital that was recently acquired by a private hospital operator. Users of this study can explore how managers and medical professionals can jointly improve strategic execution in a hospital, better understand its pockets of profitability, and position medical services in the market. Open questions will be provided at the end of the study to motivate students to engage in a discourse based on prior experience and expertise of the topic. Teachers can use the open questions and the discussion around it to show and explore the limits of traditional financial control in social enterprises. Students will need to reflect on how following generic consulting strategies may conflict with the mission of a hospital and the non-business-oriented, political process of setting public policy by regulators.