DESCRIPTION
Structured business storytelling: first context, then problem, then central question and at the end the answer or solution.
The SCQA framework is a storytelling structure for business contexts. You begin by describing the current Situation, introduce a complication that disrupts that situation, pose a question that naturally arises, then provide the answer which is your solution or desired outcome. It helps make messages clear, compelling, and logically persuasive, especially for analytical, data-driven, decision-maker audiences.
ORIGIN:
The SCQA approach is often associated with Barbara Minto’s Pyramid Principle, used heavily in management consulting (McKinsey, etc.). It became popular in business communication and writing in the late 20th century.
USED BY:
Consulting firms, senior leadership communication, corporate presentations, marketing decks, investor pitches.
Approximately needed time
- Step 1: 1-2 hours
- Step 2: 1 hours
- Step 3: 1 hours
- Step 4: 1/2-1 hours
- Step 5: 1-2 hours
- TOTAL: 4.5-7 hours
METHOD
MATERIAL YOU COULD NEED: Template or slide deck with at least four sections/headings: Situation / Complication / Question / Answer. Your data, evidence, examples to back up each section, stakeholder input (to know what the audience cares about) and some visual aids if presenting (slides, graphics).
STAKEHOLDER GOOD TO KNOW: The communicator which will present, Audience and stakeholder(s) whose questions/challenges matter, subject-matter experts (to validate facts in Situation and Complication), designers/visual communicators for the slide deck and the leadership story (if story aligns to strategy).
STEPS
DATA: Preparation & audience analysis
…to ensure the story is relevant, knowing who the audience is, what they know, what they care about, what resistances might be. If you skip this, the rest may miss the mark.
Example: Before a pitch to C-level, research what strategic goals the executives have; what numbers/data they expect. Decide e.g. they care about “growth”, “risk”, “costs.”
SITUATION
Give the background and context. Set the stage, so audience knows what “we have” before introducing change or problem. Take your time to describe it as best and detailed as possible
Example: “Over the past year, our product adoption has grown 15%, but only in markets A and B; market C is flat.” That frames what the “normal” is.
COMPLICATION
Talk openly about the problems and complication potentially coming up. Introduce it as a tension: what’s going wrong or what barrier is showing up?
Example: “However, market C’s flat growth means we’re falling behind competitors, and costs in that region are rising due to local regulatory changes.”
QUESTION
This part clarifies what you solve. It invites the listener to think and primes them for your answer. Therefore ask yourself the question the audience could ask to prepare your answer as next step…
Example: “How can we reverse stagnation in market C and align our operations to local regulations so growth resumes profitably?”
SOLUTION
Describe how you deliver what you promise. This can be your proposal, plan or recommendation as long as it fits to being the solution the customer can/should expect. It should directly address the question, be plausible, and show how to implement. Add a launch and product roadmap for a clear “next step” vision for your customer.
Example: “We will localize our product offering, invest in regulatory compliance, partner with local distributors, and implement cost-optimization in region C. This yields projected 10% growth next year.”
The clarity of your question often makes or breaks engagement. If the question is vague, people tune out.
Emotions (or stakes) matter: even in analytic presentations, you want the audience to feel some urgency or importance.
Simplicity: fewer moving parts; overcomplexity reduces retention.
Alignment with values or strategic objectives of the listener helps acceptance.
Other methods which could help on your journey:
Audience analysis: Classical or storytelling persona method, Jobs-to-be-Done method, Empathy mapping
Situation/Complication: Data analysis; competitive analysis, SWOT or PESTEL
Question: Problem statement frameworks and root cause analysis
Answer: Business case building, solution design and roadmap planning
PROMINENT BRANDS USING IT:
McKinsey & Company
ANECDOTES:
Peter Fisk on his blog described that very early in his consulting career in 1997), he was trained in the SCQA and Pyramid-thinking approach. He still uses it for articles, keynotes, presentations and always starts by thinking: “What is the situation, what is the complication, what question do I want to force, what answer will I give?”
