How the Competing Values Framework (CVF) Can Help MSLs Understand Corporate Culture and Succeed

To succeed and find fulfillment in the biopharmaceutical industry, medical science liaisons (MSLs) need more than scientific know-how. They also require essential interpersonal skills like emotional intelligence and navigating corporate culture. One invaluable tool for grasping these cultures is the Competing Values Framework (CVF) [1, 2].

My first encounter with the CVF was during my master’s in business administration program, during a course on Organizational Behavior. It was eye-opening, offering a structured yet adaptable way to comprehend the intricate world of corporate culture. The CVF breaks down cultures into four main types—Clan, Adhocracy, Market, and Hierarchy. It’s like a roadmap helping us understand where organizations focus (internally or externally) and how they’re structured (stable or flexible). Clan cultures emphasize teamwork, adhocracy encourages innovation, market cultures thrive on competition and results, and hierarchy prioritizes order and efficiency. While organizations may display traits of multiple cultural models, one usually dominates. Additionally, as organizations evolve, there might be a noticeable shift towards a different cultural type, reflecting changes in strategic focus or market conditions. During our course, we completed a competing values cultural assessment for a current or previous company, evaluating how our values aligned with the organization amidst organizational change and growth [3-5].

In our roles as MSLs, understanding where our organization—or the one we’re engaging with—falls on the CVF map can be highly enlightening. MSLs can leverage cultural strengths to tailor their strategies, collaborate with colleagues, and tackle potential obstacles. Moreover, a deep understanding of the CVF empowers MSLs to adjust our approaches to resonate with the organizational culture. This adaptability is vital for MSLs as they engage in scientific discussions, nurture stakeholder relationships, and contribute to organizational achievements. As organizations evolve, especially when transitioning from a clan or adhocracy culture to a market-oriented one, leadership must intentionally preserve beneficial aspects of the previous culture. As MSLs, being aware of these transitions and learning to adapt can be a key differentiator in our professional journeys.

In the following sections of this article, each culture type is described along with the corresponding behaviors and values. Additionally, practical tips for MSLs on adapting to different cultures and navigating various scenarios are provided.

Understand the CVF

Figure 1 Competing Values Framework for Organizational Culture Types

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Understanding the Competing Values Framework (CVF)

The CVF delineates four primary organizational culture types, each defined by a distinct set of values, beliefs, and behaviors. These cultures are mapped out as quadrants in a two-dimensional space, defined by the competing axes of flexibility versus stability and internal versus external orientation.

Clan Culture (Collaborate Quadrant)
In a clan culture characterized by a familial atmosphere and an internal focus, MSLs act as team players, valuing collaboration, cohesion, and a nurturing environment. They prioritize building strong, personal relationships with team members and stakeholders, fostering teamwork and supportive communication. Leaders in a clan culture are seen as mentors or parental figures, fostering a sense of unity and loyalty among employees.
Adhocracy Culture (Create Quadrant)
Within an adhocracy culture, which thrives on innovation, creativity, and an external orientation, MSLs embrace a proactive and innovative approach. They demonstrate openness to new ideas and approaches, contributing to a culture of innovation by taking initiative, proposing novel solutions to challenges, and remaining flexible and adaptable in their strategies. Leaders in this culture are visionaries and innovators, pushing the boundaries of what’s possible.
Market Culture (Compete Quadrant)
In a market culture characterized by competition, results, and an external focus, MSLs operate with a goal-oriented mindset. They align their objectives with the company’s targets, focusing on delivering results and staying competitive. MSLs remain informed about industry trends, adapting their approaches to meet market demands and drive organizational success. Leaders are competitive and demanding, focusing on goals, outcomes, and performance.
Hierarchy Culture (Control Quadrant)
Within a hierarchy culture, which prioritizes stability, structure, and an internal focus, MSLs adhere to established protocols and guidelines. They communicate clearly and concisely, respecting formal lines of authority and following structured procedures to ensure efficiency and predictability in their actions, with leaders acting as coordinators and organizers, ensuring efficiency and predictability.

Practical Tips for MSLs: Adapting to Different Cultures

Adapting to Clan Culture

Foster Relationships: Build strong, personal connections with team members and stakeholders.
Emphasize Teamwork: Collaborate and share knowledge to enhance team performance and cohesiveness.
Supportive Communication: Engage in open and supportive communication, offering help and encouragement.

Navigating Adhocracy Culture

Embrace Innovation: Be open to new ideas and approaches and contribute to the culture of innovation.
Take the initiative: Show willingness to take risks and propose novel solutions to challenges.
Adaptability: Stay flexible and be prepared to shift directions as new opportunities arise.

Thriving in Market Culture

Goal-Oriented: Align your objectives with the company’s targets and focus on delivering results.
Competitive Awareness: Stay informed about industry trends and how they impact your role and objectives.
Efficiency: Prioritize tasks and projects that directly contribute to the organization’s bottom line.

Succeeding in Hierarchy Culture

Follow Procedures: Adhere to established protocols and guidelines, ensuring consistency and reliability.
Clear Communication: Communicate clearly and concisely, respecting the formal lines of authority.
Organized Approach: Plan and execute your activities focusing on efficiency and predictability.

Table 1 Potential Scenarios Demonstrating the Impact of Organizational Culture on MSL Engagement Strategies

CVF Quadrant	Issue	Challenge	Advantage
Clan Culture	Slow decision-making due to an overemphasis on consensus and collaboration.	An MSL’s innovative proposal to engage with KOLs is delayed due to the need for extensive consultations and a desire to maintain team harmony.	Despite the deliberative process, the collaborative approach results in a well-rounded engagement strategy with KOLs, incorporating diverse perspectives and leading to strong buy-in from the team.
Adhocracy Culture	Lack of consistent strategies due to a constant push for innovation and risk-taking.	An MSL finds it difficult to establish long-term plans with KOLs as the organization frequently changes focus, undermining sustained initiatives.	The organization’s culture of innovation allows the MSL to swiftly adapt their engagement strategies with KOLs in response to emerging trends, leading to pioneering collaborations and impactful outcomes.
Market Culture	High pressure to achieve immediate, quantifiable results, potentially at the expense of long-term relationship building.	An MSL is pressured to prioritize short-term engagement metrics with KOLs, leading to quantity-over-quality interactions and possibly eroding trust.	The MSL effectively balances the need for short-term results with the cultivation of meaningful relationships with KOLs, resulting in mutually beneficial partnerships that yield both immediate and long-term value.
Hierarchy Culture	Rigid protocols stifle adaptability and responsiveness.	An MSL faces bureaucratic hurdles when initiating a novel collaborative project with a KOL, resulting in a lost opportunity due to slow approval processes.	Despite the initial bureaucratic challenges, the MSL adeptly navigates the hierarchical structure, leveraging formal protocols to gain necessary approvals and ensure the successful implementation of the collaborative project with KOLs.

In conclusion, incorporating the insights and strategies of the Competing Values Framework (CVF) into our role as MSL can significantly enhance our ability to navigate and succeed in varying corporate cultures. Understanding the CVF not only aids in personal adaptation but also fosters effective communication and collaboration within and across teams, ultimately contributing to organizational success.

References

Quinn, R.E. and J. Rohrbaugh, A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis. Management Science, 1983. 29(3): p. 363-377.
MindTools. The Competing Values Framework. https://www.mindtools.com/aydu02k/the-competing-values-framework. Accessed April 6, 2024.
OCAI Online. About the Organizational Culture Assessment Instrument (OCAI). https://www.ocai-online.com/about-the-Organizational-Culture-Assessment-Instrument-OCAI. Accessed April 6, 2024
Framework, V., Diagnosing and Changing Organizational Culture.
Helfrich, C.D., et al., Assessing an organizational culture instrument based on the Competing Values Framework: Exploratory and confirmatory factor analyses. Implementation science, 2007. 2: p. 1-14.

About the author:

Eyitayo Fakunle, PhD, MPH, MBA, MSL-BC

Tayo Fakunle is a seasoned Medical Science Liaison with nearly a decade of experience in Medical Affairs across pharmaceuticals, biotechnology, and medical device companies. Most recently, she served as an MSL at Syneos Health, a global professional services organization offering integrated commercial and clinical solutions to biopharmaceutical companies. Tayo’s therapeutic expertise encompasses Respiratory, Allergy and Immunology, Orthopedics, Cell Therapy and Regenerative Medicine. She is dedicated to fostering strong, outcomes-driven relationships with healthcare professionals and academic institutions through evidence-based scientific dialogue, research support, and disease-state education. In addition to her professional pursuits, Tayo is passionate about innovative approaches to professional development and education, leveraging her extensive educational background. She is the founder and owner of Ilera LLC DBA ” I am Pluripotent” an Arizona State University-affiliated social venture dedicated to providing after-school STEM learning opportunities for diverse youth, preparing them for future STEM careers.