The context piece is critical (and needs to be be broader), especially the intangibles - like politics, personalities, and relationships. The 'music is between the notes'. In many cases in consulting, and particularly in working with strategic decision makers, you have to be highly attentive to the egos and politics - who are enemies vs. allies, who is threatened, and who is in the 'inner circle' and who is outside. Often times, these intangibles are more important than the advice, content or deliverable. Who can champion your recommendations and what sort of 'juice' do they have in the organization to pull-it-through and get it done. It's an internal sales campaign.

When making strategic IT decisions as a consultant, thoroughly assess the context by understanding: the client's organizational characteristics (structure, culture, IT capabilities); top management's experience, mindsets and decision-making approach; external environmental factors (industry trends, competition, regulations); and the nature of the specific decision itself (complexity, uncertainty, impact). Grasping this comprehensive context allows you to anticipate challenges, develop robust recommendations tailored to the client's unique situation, and make more effective strategic choices.

To make informed strategic IT decisions as a consultant, gather relevant and accurate data from multiple internal (system logs, user analytics, employee surveys) and external sources (industry reports, market research, competitor analysis). Ensure data quality by validating accuracy, completeness, and timeliness. Leverage data collection tools and involve stakeholders to gain comprehensive insights. Continuously update data to monitor decision impacts and make adjustments. A robust, reliable data foundation enables effective strategic choices, risk mitigation, and successful client outcomes.

Sharpening decision-making as an IT consultant involves gathering comprehensive data and evaluating options. Collect data from sources like market trends, competitor analysis, and customer feedback, using analytics tools to ensure accuracy. Evaluate options with frameworks like SWOT analysis, assessing strengths, weaknesses, opportunities, and threats. Engage in scenario planning to foresee outcomes and risks. Consult stakeholders for diverse perspectives and collaborative decision-making. Prioritise options aligning with strategic goals and offering sustainable value. Stay agile and reassess decisions as new data emerges, ensuring robust strategies in a dynamic IT landscape.

To evaluate strategic IT options as a consultant: Identify all viable solutions, define clear evaluation criteria aligned with client objectives/constraints, conduct thorough option analysis (SWOT, risk assessment, cost-benefit, feasibility), leverage decision-making tools (matrices, scenario planning, sensitivity analysis), involve key stakeholders for diverse perspectives, and document findings/rationale. This systematic approach enables comprehensive evaluation, risk mitigation, and selection of the optimal solution tailored to the client's unique context.

Decision-making quality improves by 22% when individuals engage in reflection and feedback (Source: Harvard Business School study). By consistently reflecting on and learning from your experiences, you enhance your decision-making process, leading to more effective and strategic outcomes in future projects. For example, I regularly review my project outcomes to understand what worked well and what could be improved. One thing I've found helpful is documenting decisions, the reasoning behind them, and their outcomes to identify patterns and areas for improvement. A common mistake is not taking the time to evaluate past decisions, which can lead to repeated mistakes.