The Stellar® architecture categorises every value-creation capability within one or more of its twelve domains. Experience has shown that no relevant capability exists outside of these twelve. Within each domain, the respective unique value-creation capability is defined in terms of what the company can uniquely do at best, when at peak performance (as proven reality, not aspiration), and as such the twelve domain definitions identify the optimal parameters of the company’s core business. All of a company’s strategies, decisions and processes will therefore normally be expected to operate within these parameters. And if any action does extend beyond those parameters, then it must be consciously recognised that the company is at that moment stepping outside of its unique value-creation capability. Unless very carefully managed, such an ‘extra-parameters’ situation will lead to wastage of time, energy and resources, and to eventual failure of outcome. One can only act safely within one’s proven capability for action.
Stellar is becoming increasingly widely recognised as the only instrument that maps all of a company’s strategic identity, every aspect and domain of unique value-creation. It is being used in many different countries now at Board level and in Leadership coaching, in companies from small to global. The principal questions addressed have been in the areas of unique core business consciousness, brand, adjacencies, mergers, acquisitions, competitors, family and succession and exit strategies. Every strategy, decision and process within a company sits within the governance parameters of Stellar. Stellar is increasingly proving to be core to a company’s successful development and growth.
Stellar® is a core-business architecture which maps a company’s set of the twelve unique value-creation capabilities that coherently and consistently work best together, and that collectively identify who the company is and what it uniquely does in bringing value into the world.