Discover how MSMEs can transform their sales function using Edward de Bono’s Six Thinking Hats. This strategic guide helps C-Suite leaders optimise sales performance, mitigate risk, and boost ROI with a structured, data-driven, and emotionally intelligent approach.
For MSMEs, marketing is often misunderstood as mere promotion or social media presence. However, when executed with strategic depth, marketing becomes the growth engine that aligns products with markets, builds trust, and establishes long-term competitive advantage. Using the Six Thinking Hats, C-Suite leaders can unlock clarity in marketing investments, direction, and outcomes.
Micro, Small, and Medium Enterprises (MSMEs) are the backbone of the Indian economy, driving innovation, employment, and regional development. However, the operational complexity often becomes a bottleneck for sustainable growth. For a C-Suite leader navigating the MSME space, understanding and harmonising the essential Strategic Business Units (SBUs) is paramount to long-term success.
This blog post explores the 11 Essential SBUs required for a robust MSME structure, through the lens of Edward de Bono’s Six Thinking Hats methodology—an innovative framework that enhances decision-making by separating different modes of thinking. Each SBU is evaluated with all six hats to provide a well-rounded, executive-level perspective for business optimisation, risk mitigation, and improved ROI.
Reverse engineering—a term synonymous with code disassembly, system deconstruction, and intellectual rigour—is often seen through a purely technical lens. However, the process also involves strategic thinking, risk assessment, creativity, and cross-functional collaboration. This is precisely where Edward de Bono’s Six Thinking Hats framework finds powerful synergy.
Enter the fusion of The STAR Method and Edward de Bono’s Six Thinking Hats—a powerful, structured approach to dissecting a CEO’s mindset, decision-making agility, and behavioural responses under pressure. This integrated framework provides VCs and Board Members a unique lens to gauge not just what a CEO has done, but how they think about what they do—and why it matters for the enterprise.