Interventional radiology is at a crossroads. Two possible futures exist. In one direction, advances in technology are providing exciting opportunities for interventional radiology. Promising new treatments in tumor and cancer therapy, the treatment of fibroids, venous access, and spine interventions, as well as advances in noninvasive vascular imaging, pharmacologic therapies, and peripheral interventions are revitalizing our specialty, attracting significant patient interest and promising tremendous public benefit. In the other direction, interventional radiology is losing market share in vascular interventions to other specialties and suffering a crisis of confidence. One road leads to success, the other to failure. The only problem is that the roads aren’t clearly marked. Which road is which? The burden falls upon all of us, the leaders, staff, and members of the Society to choose the right path, to choose our future, and to make our continued success a reality. Fortunately, we have the tool to create a map; this tool is strategic planning, a business discipline that helps organizations determine and achieve desired futures. Strategic planning can provide direction and help focus organizational activities. Without it, entropy can set in and organizations can fail. Last year, SCVIR launched a strategic planning process to set directions for both the specialty and the Society. It was clearly time; the Society’s thencurrent plan was more than 5 years old—a millennium in today’s rapidly changing world. In addition, the Society and its members were facing increasing challenges from competing specialties, ever-tightening reimbursement, new technologies, evolving practice patterns, and changing consumer expectations. This paper is the first of a series in JVIR to convey a significant depth of information about the strategic plan; to provide an understanding of its foundations, our goals and objectives, and issues that will still need to be debated as the plan moves forward. This first article describes the strategic planning process, the vision, timeline and goals, and early successes of the new plan. Subsequent articles will include the following topics: • Results of strategic plan research: the environmental/economic assessment, leadership, staff and external interviews, and member polling; • Workforce projections and employment market for interventional radiologists; • Becoming “clinical,” and what this will mean for the interventional radiologist; • Practice and volume trends in interventional radiology; • “Branding” of interventional radiology, what our customers are telling us about who we are; • Future of interventional radiology and the implications for training and practice; the report of the SCVIR Specialty Development Task Force; and • A series on innovation and research.