In the era after substitution of long term planning by Strategic planning, it was wished that the managers could act more successful in implementing their plans. The outcomes were far from the expected, there were minor improvements. In the organizations, a plenty of namely Strategic plans has been developed during Strategic planning processes, but most of these plans have been kept in the shelves, a few of them played their roles as guiding documents for the entire organization. What are the factors inducing such outcomes? Different scientists have offered a variety of justifications, according to their expe-riences.The first examined issue was misunderstanding stra-tegic planning by the managers and staff; it means the Strategic planning process may be executed erroneously, and what they had expected from this process was not accurate. Substantially, Strategic planning looks at the future and coming situations, and is designed to answer the questions which emerge in the future. Unfortunately, this critical and fundamental characteristic of Strategic planning is obscured.Strategic planning conveys the concept of drawing the future and developing a set of different probable scenarios along with defining a set of solutions in order to combat undesirable coming conditions for positioning the system or business. It helps organizations save themselves safe and maintain them successful. In other words, in Strategic planning efforts we are seeking solutions fit for problems which will appear in the future for the conditions that will emerge in the future. Unfortunately, most of Strategic plans which have been developed in the organizations lack this important and critical characteristic; I mean in most of them the developers had offered solutions in order to solve today's problems in the future! The second issue which was considered by the scientists, was the task of ensuring the continuity of effectiveness of the planning, there was a managerial initiative needed for steering the activities of Strategic planning, implementing the strategies, and Strategic evaluation under one umbrella. This initiative was named Strategic Management. There are numerous publications on the subject of Strategic planning, which produces the strategies of the organizations.In the field of execution of strategies, several methods and techniques have been suggested. The most recent popular approach is Kaplan and Norton's initiative "Balanced Scorecard" or BSC.In this methodology, the strategies are translated into daily actions for all people working in the organization. There are hierarchies of indicators and objectives which enable the managers and employees to monitor their own daily jobs in accordance with the organizational strategies. It has been proved itself as a very strong managerial tool for modern leaders and managers. In the field of evaluation of the strategies, which is vital for success, there are methods and techniques developed by scientists.The concept of "Strategic Management" is introduced in order to facilitate the implementation process of Strategic planning and its continuity and improvement.

The development of technology and expansion of scope of information have lead to the appearance of complex human interactions. Police organizations are to change to reach their ends. Strategic Management is responsible for directing the organization to the change and transformation as well as encouraging the personnels cooperation to that. The present paper tries to elaborate on the functions of Strategic Management and the mechanisms utilized by the strategi manager to fulfill police missions.

A radiologist makes literally hundreds of decisions each day, but once each of those decisions is made, the case is finished. The radiologist is free to move on to the next set of decisions. Radiology practice administrators, in contrast, may be tied up solidly for 6 months while carrying out one business decision. The decision-making processes, environments, and timetables differ so greatly between physicians and administrators that bridging those cultural gaps becomes, in itself, an important step in planning, Strategic and operational.One of the main premise is that there is no "Holy Grail" to be found in Strategic Management, only an understanding that planning and change are the responsibility of senior Management in radiology sector.In fact, it is now their primary job in today’s radiology world of constant change, "Analogue to Digital".Excellent organizations don’t just have a budgeting cycle each year; they have a "Strategic Management" cycle led by senior Management as they work on the organization, rather than just in the organization. As planning is just the first function of Management, and Strategic planning is just the highest order of planning and the purview of senior Management in every radiology department, then every department has three basic goals:1. Develop Strategic and operational plans.2. Ensure their successful implementation and change.3. Build and sustain high performance over the long term.

This article highlights the importance and necessity of studying the challenges and opportunities presented by emerging technologies in the field of Strategic Management. With the rapid pace of technological advancements, businesses are faced with unparalleled opportunities for innovation and development. However, these opportunities also bring challenges, including the need for continuous adaptation to new technologies and managing the changes they bring. From autonomous surgery to automation in manufacturing, emerging technologies have profound impacts on Management and entrepreneurial approaches. Utilizing various case analyses, this article delves into the role of technology in shaping entrepreneurial ecosystems and Strategic Management, highlighting the importance of continual learning and flexibility for success in these dynamic environments. Ultimately, the article underscores the significance of collaboration between organizations, governments, and other stakeholders to promote responsible and sustainable innovation.