ABSTRACT
This chapter presents an overview of the value-chains, which show where business-value is created. When the leadership introduces the 5 value-chains, it must present the organizational design, which deploys the targets and means over the links on the 5 value-chains, and that assigns each link to an empowered team. The scrums may be held with teams that are upstream or downstream on the same value-chain, or they may be held with teams at other value-chains. Professor Porter developed the concept of the value-chain in order to help the senior management focus the strategies on the links of the value-chain that create a distinctive competitive advantage. The customer value-chain encompasses the sequence of experiences that the customer has with the product and/or with the enterprise or its distributors. The line management value-chain must optimize the links between the customer value-chain and the suppliers value-chain in order to optimize the creation of business-value for all concerned.
