The “What Matters Next” Tools Intro Series: The Questions-Insights-Foresights Model: A Framework for Future-Ready Decision-Making

In a world moving increasingly fast, leaders need powerful tools to navigate uncertainty and make responsible decisions. The Questions-Insights-Foresights Model is a systematic framework, developed by Kate O’Neill and introduced in “What Matters Next,” designed to transform the unknown into the foreseeable through a systematic approach of inquiry and discovery, grounded in established research on strategic thinking and organizational foresight.

Research Foundation Behind the Questions-Insights-Foresights Model

The Questions-Insights-Foresights Model builds on decades of scholarly research demonstrating that strategic questioning drives breakthrough innovation (Berger, 2014), partial information enables deeper sensemaking processes (Klein et al., 2007), and systematic foresight significantly improves organizational performance (Rohrbeck & Kum, 2018). This integrated approach bridges critical inquiry with strategic planning, creating a robust framework for decision-making under uncertainty (Courtney et al., 1997).

The Core Components of the Questions-Insights-Foresights Model

1. Start with Meaningful Questions

The journey begins with framing questions that allow us to examine situations critically and honestly. Research in cognitive science confirms that questioning is foundational for learning and insight generation (Chin & Osborne, 2008). Unlike answers, which are often contextual and temporary, questions are renewable resources that can be revisited repeatedly, each time offering new considerations and deeper understanding.

2. Gather Partial Answers

Rather than seeking immediate complete solutions, collect partial answers that may even seem to contradict each other. This approach aligns with data-frame theory of sensemaking, which shows how insights emerge from processing seemingly conflicting information (Klein et al., 2007). These tensions often hold the key to deeper understanding and more nuanced decision-making.

3. Uncover Timeless Insights

Insights are the diamonds hidden within our experiences and observations. Building on Davenport and Prusak’s (1998) seminal work on organizational knowledge, these insights represent the transformation of information into actionable understanding. They are timeless truths that, when considered in current context, can guide us toward useful and needed approaches. These insights serve as bridges connecting past learnings through present concerns into timeless guides for the future.

4. Develop Bankable Foresights

By examining context, externalities, and trends alongside our insights, we can develop “bankable foresights” — educated guesses about what may matter in the future. Strategic foresight research demonstrates that organizations with systematic foresight capabilities consistently outperform those without (Rohrbeck & Kum, 2018). These foresights help us prepare for and shape the future rather than merely predict it.

Implementing the Questions-Insights-Foresights Model in Practice

The Questions-Insights-Foresights Model isn’t about having all the answers — it’s about developing a systematic framework to navigate uncertainty. When faced with complex decisions, leaders can use this model to:

• Transform overwhelming uncertainty into manageable frameworks
• Extract meaningful insights from partial answers and contradictions
• Make decisions that are both immediately relevant and future-ready
• Balance current realities with future visions
• Build organizational capacity for continuous learning and adaptation

Strategic Applications for Future-Ready Decision Making

Research on decision-making under uncertainty shows that structured approaches significantly improve outcomes (Kahneman & Klein, 2009). The Questions-Insights-Foresights Model provides this structure while maintaining flexibility for diverse contexts and industries.

Organizations implementing systematic foresight processes report improved strategic planning, better risk management, and enhanced innovation capabilities (Rhisiart et al., 2015). By focusing on what matters next — rather than trying to predict exactly what comes next — organizations can build the resilience and adaptability they need to thrive in an increasingly complex world.

Conclusion

The Questions-Insights-Foresights Model offers leaders a research-backed approach to strategic thinking that transforms uncertainty from a paralyzing force into a navigable challenge. Through systematic inquiry, thoughtful analysis, and forward-looking synthesis, this framework enables organizations to make decisions that are both grounded in evidence and prepared for an uncertain future.

References

Berger, W. (2014). A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas. Bloomsbury USA. https://amorebeautifulquestion.com/

Chin, C., & Osborne, J. (2008). Students’ questions: a potential resource for teaching and learning science. Studies in Science Education, 44(1), 1-39. https://www.tandfonline.com/doi/abs/10.1080/03057260701828101

Courtney, H. R., Kirkland, J., & Viguerie, P. (1997). Strategy under uncertainty. Harvard Business Review, 75(6), 67-79. https://hbr.org/1997/11/strategy-under-uncertainty

Davenport, T. H., & Prusak, L. (1998). Working Knowledge: How Organizations Manage What They Know. Harvard Business Review Press. https://store.hbr.org/product/working-knowledge-how-organizations-manage-what-they-know/3014

Kahneman, D., & Klein, G. (2009). Conditions for intuitive expertise: A failure to disagree. American Psychologist, 64(6), 515-526. https://psycnet.apa.org/record/2009-12085-001

Klein, G., Phillips, J. K., Rall, E. L., & Peluso, D. A. (2007). A data-frame theory of sensemaking. In Expertise out of context (pp. 113-155). Psychology Press. https://www.taylorfrancis.com/chapters/edit/10.4324/9780203810088-13/data%E2%80%93frame-theory-sensemaking-gary-klein-jennifer-phillips-erica-rall-deborah-peluso

Rhisiart, M., Miller, R., & Brooks, S. (2015). Learning to use the future: Developing foresight capabilities through scenario processes. Technological Forecasting and Social Change, 101, 124-133. https://www.sciencedirect.com/science/article/pii/S0040162515001050

Rohrbeck, R., & Kum, M. E. (2018). Corporate foresight and its impact on firm performance: A longitudinal analysis. Technological Forecasting and Social Change, 129, 105-116. https://www.sciencedirect.com/science/article/pii/S0040162517302287