This article explores whether qualitative research methodologies can help improve strategic analytical processes and products. Currently, in many intelligence agencies, cultural and organizational barriers restrain the development of better strategic intelligence. An emphasis on current intelligence is rewarded over longer-term strategic assessments. However, the demands of an increasingly number of complex emerging threats can only be partially met by current intelligence. Decision-makers also need a revitalized strategic analytical capability to help with policy planning. This article investigates whether further consideration should be given to improving strategic analytical skill sets by a greater adoption of qualitative social research methodologies by the intelligence enterprise.