The starting point of this essay is the premise that one of the main reasons for organizational failure is the excessive focus on tangible questions, such as the development of new products and improvement of operational efficiency. Organizational culture is held as important, but intangible, and its relationship with performance is perceived as too indirect and unpredictable. To help to make more tangible this relation, it was used a cultural lens to make a comparative analysis of three case studies of small size organizations in the network and security sector. The Denison’s culture and effectiveness model was used to study the cultural alignment of each organization. Four in depth interviews were made with founders and executive managers, and twenty one semi-structured interviews with the main leaders. The author s survey was also applied to founders and executive managers. The analysis of the results demonstrated that the organizations have a great dependency on their founders to adapt to the environment. The mission statements were useful only to help deal with internal integration. The organizations were consistent, and with an involvement related mostly to organizational tasks and not so much with strategic dimension.