Here's how you can avoid the potential consequences of inadequate strategic thinking in IT services.

Assessing your company's needs not always makes a solid ground for your IT strategy. You may meet so many times the lack of strategic thinking from the Business, especially in the middle management. They are measured to bring the numbers in Q2, if there is any problem, they can correct in Q3, and if it is not successful, there is no Q4, at least not at this company. So assessing the needs is actually the second step; the first one is to evangelize the value of the strategic thinking in the Business.

To start off effectively it is necessary to conduct an assessment. It's important to pinpoint the exact IT needs of your company and ensure they are, in line with the business objectives. This helps to establish measurable business goals.

Not all roads are made for running Ferraris. It's the same for a company, not all technologies are made for them. Define a clear scope, make realistic measurable goals, and don't buy the last trends.

Understanding and outlaying the business requirements and objectives the management crafts an IT plan. This plan lay out goals, how resources are allocated and the timeline for each project. It serves as a beacon to steer towards the completion of each projects and delivered on schedule.

Do not underestimate the importance of planning! It is easy to think that if you plan thoroughly well in advance, you are finished, and if some deviations occur in the future, it is the problem of the execution... In the reality planning carefully is a much longer process. First you have to make a detailed plan for short term, e.g. for 4-6 months. For the year after you should make more of a draft, than a fully developed plan. For the following 2-3 years a set of generic goals (a strategy) has to be laid down. Then in every 3-4 months you have to repeat this planning process, if you want your strategy to be successful. There is no "royal way" to the results!

In the previous chapter I just wrote about the importance of embracing the change. But let me be the evil's advocate now: to turn to the line of wind every time it changes, will not bring you closer to the shore. So, before adopting new technologies just because they are "hot", you have to prove their long-term business value, not only for yourself, but also for all the people, who participate in turning the IT strategy to reality. Otherwise you may lose your credibility (why is it so now, yesterday you said something completely different)... You have to be ready for the change. But you must not make a change just for the sake of change itself.

Mapping out the roles and responsibilities of each team members within the IT strategy is extermely crucial. When everyone grasps their contributions it fosters a culture of ownership and responsibility leading to execution of the strategy. Each individual must understand their KRAs and how they all fit into the project activities.

Probably everyone knows this conversation: - Why to train the colleagues? It is expensive, and after assessing new knowledge, they will leave the company. - Yes. What is more expensive if they do not learn anything and remain at the company...

It's important to align the IT strategy with the company strategy. If you don't do that the project is doomed. It should be like car tires, you only know the brand when they fail.

Communication and collaboration I believe avoiding potential consequences of inadequate strategic thinking in IT services also involves communication and collaboration. They are essential for ensuring that everyone in the organization is on the same page and working towards common goals. Making sure that information about IT Strategies, projects and goals is communicated clearly to all relevant parties. Where necessary involve people from different departments to work on IT projects, this promotes collaboration and ensures that the needs of all stakeholders are taken into account.