In the last few years, the Italian Healthcare Sector have been the key player of a deep epidemiological transformation - among European countries - involving increasingly demand for healthcare services and ageing. The OCSE Report [2015] states that “if it is true that, to date, 12% of global population is older than 65 years, in the 2050 it will be 21%”, this declaration will be even more serious if we consider the impact on the ratio between health status and technology innovation (since a decade known as Smart Health). The main purpose of this paper is to try to define the role of the strategy in the Smart Health scenario, in order to describe the operative outlines and to discuss a priori about the Smart Health Strategy (SHS). Even more, the ratio between health status and technology innovation in building of a healthcare strategy seems to be an unused aspect in Italy: nowadays, it produce an info glut, especially by the side of the decision maker and the management of healthcare demand. As is well known, the strategy is important to co-create value. Therefore, ana-lysing implications of Smart Health Strategy, according to the construction of a model that is at the base of Change Management in Healthcare, require demonstrating its effectiveness through an empirical study. With the findings of “Pro Domo Sud” Project”, we want to define Smart Health Strategy according to the logic of “public and innovation management”, that is the innovative change in healthcare to support clinical government.