Value chain aligned organization model
Elevates value chain stage owners into the leadership structure and measures flow and margin end to end, but never distinguishes which stage activities are judgment work versus rote work suited to automation.
Michael Porter, 1985
The origin of the framework, as the directory records it. The mark grades the origin, not this page.
Umbrex, Value chain aligned organization model
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: Structure, Flow, Authority, and Incentives. 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.
What is the smallest unit that can own a customer outcome end to end?
What limits throughput, and what is supposed to happen when the line stops?
Which decisions may an agent make alone, and who is able to stop it?
What are people paid for once output is no longer the scarce thing?