Strategic planning can become downright treacherous if one's institution depends heavily on technology, because technology changes course frequently. Technological change is somewhat predictable, and doing nothing is not an option. A number of complex factors hasten technological change. Limits on performance, breakthrough technology, market competition, manufacturing capability, economics, and changing needs of consumers all play a role and must be watched closely if one is to succeed in developing a vision for technology implementations. Many frameworks can help strategically plan for technological change. The trick is to ask the right questions in the right order, so that the answers build on each other and all participants in the planning process arrive at the same place at the same time. In this article, the author presents a basic framework which can be modified to suit one's needs. It works well with groups having capabilities built on mutually dependent technologies. Of course, the key is to review and revise one's plan continually as new information becomes available. This can not be done with an inflexible plan unless one starts over each time he identifies a crisis situation. Building technological change into the process makes it more of a strategic preparation model and thus better equipped to help one recognize, anticipate, and react to change. (Contains 1 figure and 9 endnotes.)