McKinsey Corporate-Center Roles Typology (Operator, Strategist, Portfolio Manager, etc.)
The typology asks how much a corporate center should do to its business units, from a lean holder of financial stakes to an active operator, and sets the center's authority, structure, and resource control to match.
McKinsey & Company, 2010
The origin of the framework, as the directory records it. The mark grades the origin, not this page.
Umbrex, McKinsey Corporate-Center Roles Typology (Operator, Strategist, Portfolio Manager, etc.)
The directory entry this score was read from. Umbrex is a consultancy network; its summary is the reference, not a primary source.
Scored against the twelve cells, it loads three: Authority, Structure, and Resources. The other nine it leaves to you. None of Composition, Evidence, or Mastery is among them, which is the usual result in this directory: the questions an agent in the loop raises first are the ones the literature answers least.
This is not a summary of the framework. Umbrex has one; the link under Sources goes there.
Which decisions may an agent make alone, and who is able to stop it?
What is the smallest unit that can own a customer outcome end to end?
What is owned, what is rented, and what is summoned only when needed?