Introduction The current paper is devoted to analyzing the case of implementing the electronic medical record system (EMR) in New Jersey’s medical center Mefferson Central Hospital. Strategic planning of implementing the EMR system includes discussing the organizational, digital, and training considerations. The fundamental problems to address are leadership and staff training factors. These two features ensure the efficient implementation and organization of EMR technologies. EMR Implementation Procedure Before choosing the vendor and testing the technologies, the first step was to find the prominent leaders who would prepare the staff for the changes. The essential components of any digitalization are the proper leadership strategy and team selection (Eastman, Garets, & McCarthy, 2021). Carefully chosen leaders can direct the organizational process to digitalize through appropriate leadership strategies (Eastman et al., 2021). The strategic leadership team type was selected for EMR implementation because it perfectly suits the eventual changes. Such leaders are able to convey the essential mission of the EMR to all the workers and patients. As a result, the necessity of the new system was discussed adequately with all the staff members. Moreover, it is essential to note that the leaders’ team and the strategic approach encouraged workers to take courses in EMR usage. The second step was finding the specialized IT and EMR systems, management teams. The digital system performance turned out to be quite efficient. The general “software aligned with clinician need and workflows” (Scott et al., 2018, p.4). Moreover, the ethical approach discussing the patients’ safety considerations was applied. The IT team developed personal information protection systems to prevent data leakage. However, the significant drawback of strategic planning was the lack of future optimization and renovation software. As a result, the nurses have faced problems using the system efficiently because of the system disruptions caused by the optimization issues. Such a situation caused the delay of the project execution. The third step was to propose appropriate training for the staff in order to enable the efficient usage of the EMR systems. It was pretty challenging to design the proper training programs considering all the staff’s working schedules. During the training, the in-real-life practice method was used to ensure the high quality of the technology implementation (Geale et al., 2020). Even though all the staff took the appropriate theoretical and practical training thanks to the leaders’ team, some problems were detected. The planning focused mainly on developing the proper training leaving the subsequent clinicians technical support without attention. As a result, when the EMR was set for the practice, many clinicians experienced problems with operation. This problem was solved thanks to the collaborative work of leaders and IT workers. The general measurements of outcome were reached through several factors. The first one is the reduction of the paperwork for nurses and clinicians, including filing the patients’ charts and schedules. The second factor is the decrease in the patients’ stay-time and the readmissions (Barry et al., 2020). The third factor is the affiliation of the workload for nurses and clinicians. One of the essential indicators of the positive effect