Canada is a country with well-developed healthcare 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 caused leadership to reconsider how their business operated; once they were finished, a new way of running the Heart and Stroke Foundation was born. Thanks to this new thinking, the Heart and Stroke Foundation has been able to be at the forefront of changes in healthcare. He was able to review and modify their research so that their work was still effective. Not only that, but the organization needed to be sure that their work was producing a return for donors and those who used their 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 research and its surroundings, and establish a strategic plan that would guide it through 2020 (Williams, Mabon and Heim-Meyers, 2006). The Heart and Stroke Foundation's strategic team was composed of a diverse group of senior executives, scientific community leaders, board members, and the community itself (Williams, Mabon, & Heim-Meyers, 2006). Meyers, 2006). The president of this strategic team was a successful entrepreneur; engaged an external firm to conduct research, analysis and support the strategic planning process. The Heart and Stroke Foundation has succeeded in building a diverse team of people from all corners 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, i.e. a worker in the research trenches can have a different vision on the same problem... middle of paper... ... strategic change. Strategic Management Journal, 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., & French, G. (2001, Summer). The Balanced Scorecard in healthcare organizations: a performance measurement and strategic planning methodology. 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., & 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 healthcare planning 2nd ed. Chicago, IL: Health Administration Press