McKinsey Value-Based Management Framework
Value based management directs every business unit's resource allocation, incentive design, and performance metrics toward maximizing long run economic value rather than short term accounting profit, embedding one shared discipline enterprise wide.
McKinsey & Company, 1994
The origin of the framework, as the directory records it. The mark grades the origin, not this page.
Umbrex, McKinsey Value-Based Management Framework
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 four: Strategy, Resources, Incentives, and Learning. The other eight 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.
Where on the evolution curve does each capability sit, and does that dictate build, buy, or let go?
What is owned, what is rented, and what is summoned only when needed?
What are people paid for once output is no longer the scarce thing?
How does tacit judgment become reusable, and who owns the loop that has to close?