Strategic lenses are defined as ways of looking at strategic issues differently in order to generate many insights. They help in approaching strategic problems from different perspectives. Looking at problems in different ways will raise new issues and new solutions. The strategic lenses provide four angles of strategy which can be viewed and implemented at corporate level.

The four lenses are design, experience, variety and discourse and they are described as below:
A. Strategy as design The design lens encourages a large investment in planning and analysis before making final decisions. They tend to exclude improvisation in strategy development and underplay the unpredictable, conservative or political aspects of human organisations. Taking a design lens to a strategic problem means being systematic, analytical and logical. The design lens also view strategy development as a logical process of analysis and evaluation to establish a clear picture of an organisation’s strategic position as a basis for deciding future strategy and planning its implementation. It is the most commonly held view about how strategy is developed and what managing strategy is about.
B. Strategy as experience The experience lens recognises that the future strategy of an organisation is often heavily influence by its experience and that of its managers. Therefore, strategies are seen as driven not so much by clear-cut analysis as by the taken-for-granted assumptions and ways of doing things embedded in people’s personal experience and the organisational culture. Strategy is likely to build on and continue what has gone on before. As different views and expectations within the organisation exist, they will be resolved not through radical optimisation, as in the design lens, but through messy compromises and ad hoc deals. In