Corporate librarians hold the key to determining new ways to work within their environments. They must drive the process to change the view of the company library as a liability--as overhead, as a cost center, as part of the problem--to the library as a solution center, a necessary investment. For the sixth consecutive year, corporate libraries are losing both space and staff, closed by management who believe that any needed information is freely available on the web. In this article, the authors suggest two tactics to achieving full alignment with one's parent organization. First, become a thought leader. Second, measure contribution in language one's boss understands. While this has been said before, it is crucial to use professional tools paired with management tools for success. These are, respectively, the SLA "Competencies for Informational Professionals" and the "Balanced Scorecard" construct, introduced by Robert S. Kaplan and David P. Norton in 1992 and continuously expanded into its current version ("Alignment: Using the Balanced Scorecard To Create Corporate Synergies," Harvard Business Sch., 2006). These aids help connect the competencies to one's strategy and create a "balance" between operational and financial measures so that the library's contributions can be showcased.