Image courtesy of MIT MBA Program blog |
At MIT Sloan, one of the required “Core”
courses is (or at least was!) Organizational Processes. That is where I was first introduced to the
framework of the Three Lenses.
The Three
Lenses are: Strategic,
Political, and Cultural. They each
represent a different approach from which to view an organization. Each offers a unique perspective from which
to assess how an organization behaves internally, and offers clues for leaders
interested in effecting Change Management.
The Strategic Lens
In
the Strategic Lens, the viewpoint is one of structure and data. This is the framework where Organizational
Charts, hierarchy, Job Descriptions, and documented and Roles and
Responsibilities are valued. There are
structured tasks and processes, and data plays a key role in determining not
only desired results and Key Performance Indicators (KPIs), but also is used to
drive decision making and new initiatives.
Organizations that value this tendency tend to have documented processes
and charts, they collect and review data regularly, and will always discuss
what metrics will prove whether a new initiative is successful or not. Sometimes a young company or start-up will
not yet have all of this structure formally in place, but they have articulated
that acquiring this structure is something they wish to do, and they are
actively working to create processes and establish data-driven decision
making. Questions which will help
understand a company from the Strategic Lens are:
1.
Do you have a documented Org Chart, and is it
up-to-date?
2.
Do all of your roles have written Job Descriptions
that are accurate?
3.
Do most members of your organization know what
their Roles and Responsibilities are, as well as those of others?
4.
Do you keep up-to-date metrics on your business
results (sales, financial, etc.), and/or your performance/processes (KPIs)?
5.
How often do you review these metrics, and who
reviews them?
6.
Do you document your processes, and are they
accurate?
7.
Do you have a Document Management System and/or
formal document revision process?
8.
Do you use data to drive decisions, or do you
typically collect data when doing something new?
Organizations
with leaders and managers who answer yes to most of these questions, or
strongly articulate the desire to be able to say yes and demonstrate actual
activity toward achieving these states likely value data and structure, and
both can be used to influence change in the organization.
The Political Lens
The
word “Political” often carries a double meaning in today’s society, but in the
context of the three lenses, it refers to the inter-relationships between
people in an organization. Is the
organization one where knowing people helps get things done? Who holds power, and is this due to official
titles (aka Strategic Org Charts), or more subtle influence? In my first real job as a Process Engineer, I
remember being trained by the Technicians on the floor. In an Org Chart, many people did not
immediately recognize the power that floor workers hold, but when an engineer
wanted test results quickly, it often helped to have friends on the floor. Questions which will help understand how the
Political Lens influences an organizations are:
1.
How does one get promoted at this company?
2.
Who all helps out when big projects need to be
done?
3.
Who makes major decisions?
4.
When a crisis hits in a company, who all is
involved? Who completes work and who is
informed?
5.
If a new initiative is introduced, who needs to be
onboard before it is assured to take hold?
When
many different groups or managers must be involved for things to happen, this
speaks to a highly relationship-based organization. Also, if multiple levels of the organization
must be on board in order for “big project” work to get done or new initiatives
to be truly adopted, this indicates that people at all levels wield power and must
be considered when attempting change.
The Cultural Lens
Often
the most nebulous concept to articulate in an organization, the Cultural Lens
speaks to the very foundation and origination stories of an organization. As a consultant, it is a constant source of
interest and excitement for me to learn about the different cultures of various
organizations. Some are rigid, some are
flexible, some light-hearted, some serious.
Regardless of the culture, however, it does seem that one must first
learn what the history is within the company, and how to motivate change given
that environment. There is no “right” or
“wrong” in terms of culture, there is only “fit.” Some ways to determine what the culture is,
which can then be evaluated against one’s natural style, are to ask the
following questions:
1.
What is the origination story of this company? How did it start? Are the original founders still daily team
players?
2.
What values does this company espouse? (Ask many people: How well does the company
actually follow these?)
3.
Why do people enjoy working here?
4.
What do people feel could be improved here and why?
5.
Do people talk freely about concerns, or are they
mostly discussed behind closed doors?
6.
What are some success stories in the company, both
with sales and internal operations?
7.
What are some “challenge” stories – things the
company had to overcome – and how did that happen?
8.
Do colleagues often spend time together out of
work, and if so, what do they do together?
There
will of course be many more questions to consider to understand the culture of
a company, and possibly it will be hard to learn these without direct
experience working in and with the company.
However, this may be the most important of all when considering how to
effect change in an organization, and certainly cannot be ignored.
Summary
Although
every organization will display some of each tendency, it seems plausible that the
Cultural Lens is the one which highlights whether a company is more Strategic
or Political when it comes to decision making, and influential tactics will
likely diverge from there. The bottom
line is that Strategy-driven companies need and feed off data and structure,
but Political-leaning companies will likely base decision more on gut feel and
who is behind certain ideas or initiatives.
This is definitely important to understand that before mounting any kind
of campaign for change.
DISCLAIMER: This article is
entirely based on my own understanding of the Three Lenses from my time at MIT
Sloan, and does not necessarily represent exactly what the professors or
Institution would state about them.
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