Thinking Beyond the Dashboard: What Edward de Bono’s Hats Can Teach Us About Smart Strategy
Most businesses today use some form of smart technology—whether it’s a live dashboard, cloud-based accounting software, or integrated tools that track performance across multiple areas. These platforms can improve visibility and highlight key trends.
But here’s the reality: Technology doesn’t make decisions. It presents the data. The responsibility to interpret and act on that information still belongs to leadership.
In a recent post, we discussed how dashboards and digital systems are giving business owners clearer insights into their operations. But in many cases, once the numbers are in front of them, progress stalls. The information is available, yet there’s no clear path forward.
This is where structured decision-making becomes critical. At Bespoke Business Advisory, we integrate strategic thinking frameworks alongside reporting tools—not in place of them. One framework we return to, time and again, is Edward de Bono’s Six Thinking Hats. Originally developed nearly 40 years ago, it remains one of the most practical tools for moving from insight to action.
Structured Thinking in a Data-Rich Environment
The Six Thinking Hats framework helps teams work through complex decisions in a focused, structured way. Instead of falling into unproductive debates or reacting emotionally to data, this method moves a team through six modes of thinking—each with a distinct purpose:
White Hat – Factual analysis
Red Hat – Emotional input
Black Hat – Risk identification
Yellow Hat – Optimism and opportunity
Green Hat – Creative ideation
Blue Hat – Process and decision-making structure
This method has been used in corporate boardrooms, government planning sessions, and classrooms. At BBA, we apply it to real-world business decisions, like the one below.
Case Study: Data Reveals Opportunity, but the Team Stalls
A client had recently implemented a real-time dashboard that tracked profitability by sales channel. One new channel—a recently added online marketplace—was clearly outperforming the others. The margins were stronger, fulfillment times were faster, and order costs were lower.
But despite the promising numbers, the executive team couldn’t agree on what to do next. Some wanted to shift focus immediately. Others questioned whether the performance was sustainable. And a few were quietly concerned that the data reflected poorly on legacy channels they had managed for years.
We introduced the Six Thinking Hats method to help structure the discussion and guide the team toward a sound, coordinated decision.
White Hat – Factual Analysis
Focus: What do we know? What information is available, and what is missing?
The marketplace channel had the highest margin profile.
Fulfillment was faster and more efficient than other channels.
The majority of customers were new—not simply reordering through a different method.
The available data only covered a 90-day period. No returns or long-term behavior trends had emerged yet.
Outcome: The team agreed on what was confirmed by the data, what was assumed, and what still needed to be verified. This established common ground and eliminated confusion.
Red Hat – Emotional Input
Focus: What are the gut reactions, instincts, or underlying concerns influencing this decision?
The owner was uneasy, recalling a prior expansion that backfired.
The operations lead was enthusiastic—this new channel aligned with recent investments in fulfillment.
A senior sales leader felt vulnerable—the data showed that traditional sales accounts were underperforming.
Outcome: By acknowledging these emotional reactions, the team was able to avoid letting them drive the conversation indirectly. Trust was reinforced, and tensions were defused.
Yellow Hat – Optimism and Opportunity
Focus: What are the potential benefits? Where could this lead if it goes well?
This channel could serve as a low-cost way to test new products.
It may open the door to new customer segments.
Fulfillment and margin improvements could be extended to other channels if successful.
Outcome: This phase helped the team rebalance their perspective. Instead of focusing solely on risk, they recognized the strategic upside of a controlled rollout.
Green Hat – Creative Ideation
Focus: What are some fresh ideas or alternative approaches worth exploring?
Develop a bundled product offering specifically for this channel.
Automate customer service for this segment to reduce costs.
Offer a time-limited promotion to test price elasticity and demand.
Outcome: A test offering was developed: a bundled product with streamlined fulfillment and automated support, structured to gather meaningful performance data.
Blue Hat – Process and Decision-Making Structure
Focus: What’s the plan? What are the next steps, who is responsible, and how will success be measured?
The team defined clear KPIs for the pilot.
Assigned responsibilities for logistics, customer service, and reporting.
Scheduled a 90-day trial period with a midpoint review and performance checkpoints.
Outcome: The session resulted in an agreed-upon, actionable plan. It was realistic, structured, and free of internal conflict. Everyone knew their role and what would define success.
From Insight to Strategy
This client’s team moved from hesitation to aligned action in a single session—not because of the dashboard, but because of the thinking framework that helped them use it effectively.
The Six Thinking Hats created space for facts, feelings, risks, possibilities, and planning—without letting any one of them dominate the conversation. For small and mid-sized business owners navigating fast-moving challenges, this structure often makes the difference between action and analysis paralysis.
The outcome?
The team agreed to a limited 90-day pilot focused on the high-performing channel. They launched a bundled product offering specifically for that platform, supported by automated customer service and clear KPIs. Midway through the pilot, they saw promising results—strong engagement, favorable margins, and no operational breakdowns. By the end of the 90 days, they had enough confidence and data to scale the effort—with intention, not instinct.
What changed wasn’t the numbers. It was how they thought through them.
Transform Insight Into Action
At Bespoke Business Advisory, we help business owners bridge the gap between knowing what’s happening and knowing what to do about it. Whether you’re facing a pricing decision, evaluating new channels, or navigating internal disagreement, we bring clarity, structure, and strategy to the table. Schedule a 30-minute strategy session today. Let’s turn what you see into what you do, with confidence.