I once consulted to a programme that delivered some excellent innovation to the UK health sector. I'm not sure it was exploited. It got lost, I think, in the noise of too many objectives - typically a Chief Executive of a hospital trust had about 120 (!) objectives at that time; it's probably worse now - What a waste!
I found the idea of limiting quite radically the number of Wildly Important Goals (WIGs) compelling, as was the idea of creating a compelling scoreboard and making people accountable on a weekly basis around it.