In 2011 in response to evolving technological platforms, economic factors, social variables, and political shifts, Missouri launched a new service delivery program - Missouri Health Homes initiative - designed to provide cost-effective, longitudinal, multidisciplinary care to individuals with chronic conditions. Establishing this new model involved extensive cross-boundary collaboration, with the Missouri Medicaid Program (MO HealthNet), the Department of Health and Senior Services, the Department of Mental Health, the Department of Social Services, and the Office of Administration. This initiative resulted in a structural change and a new operating model that was promoted to other states. To launch this effort the team had to develop a new funding model, build strong, diverse relationships with different agencies, legislators, the private sector, vendors, and others, and develop a new set of outcome measures. Along the way, the initiative encountered the challenges of recruiting and training new staff, collecting, organizing, and using new types of data, revising existing processes, and breaking down information silos. This case focuses on Missouri’s efforts to respond to convergence, transform their operating model, manage culture change, capitalize on data and analytics, and establish and maintain diverse partnerships.