Canada is a country with well-developed health care sectors. The Heart and Stroke Foundation of Ontario has decided to change the design of its health care in order to expand its funding. This project led managers to rethink the operation of their company; Once this work was completed, a new way of managing the Heart and Stroke Foundation was born. This new thinking has allowed the Heart and Stroke Foundation to be at the forefront of change in health care. He was able to review and modify their research so that their work remained effective. Additionally, the organization had to ensure that its work was profitable for its donors and those who used its services. During this planning process, the Heart and Stroke Foundation of Ontario wanted to achieve three goals: discover the return on its research investments, evaluate trends in its research and surrounding environments, and establish a strategic plan that would guide it until 2020 (Williams, Mabon and Heim-Meyers, 2006). The Heart and Stroke Foundation Strategy Group was comprised of a diverse group of senior executives, leaders from the scientific community, board members, and the community itself (Williams, Mabon, and Heim-Meyers , 2006). Meyers, 2006). The president of this strategic team was a successful entrepreneur; it brought in an external firm to conduct research, analysis and support for the strategic planning process. The Heart and Stroke Foundation has successfully created a team of diverse individuals, from all sectors of the community and the foundation itself. This small task was very important for the success of this process, different people bring different ideas and solutions, that is, a worker in the research trenches may have a different view of the same problem. .... middle of article ... ...a strategic change. Journal of Strategic Management, 8(2), 103-116.Dyson,R. (2004). Strategic development and SWOT analysis at the University of Warwick. European Journal of Operational Research, 152, 631-640Voelker, K., Rakich, J. and French, G. (2001, Summer). The balanced scorecard in healthcare organizations: a methodology for performance measurement and strategic planning. Hospital Topics, 79(3), 13-24. http://proxy1.ncu.edu/login?url=http://search.edscohost.com/login.aspx?direct=true&db=mnh&AN=11794940&site=ehost-liveWilliams, G., Mabon, J. and Heim - Myers, B. (2006). Best practice: Strategic planning in a complex environment: the example of healthcare. Ivey Business Journal Online, 1-6 http://search.proquest.com.proxy1.ncu.edu/docview/21679571?accountid=28180Zuckerman, A.M. (2005). Strategic Health Care Planning 2nd ed. Chicago, IL: Health Administration Press