Value Stream Model

Flowing Toward Value: The AlignedX Value Stream Model

In an age where speed, agility, and customer centricity define success, businesses must ask a fundamental question: How does value actually flow through our organization? The Value Stream Model in the AlignedX framework answers this by illuminating the critical stages through which value is created, delivered, and measured—across strategy, operations, and technology.

What Is the AlignedX Value Stream Model?

The Value Stream Model represents the end-to-end flow of value across the enterprise, from customer demand to outcome realization. It organizes business activities into clearly defined Value Stream Stages, each representing a distinct phase in the delivery of value to internal or external stakeholders.

Unlike traditional process flows or departmental views, this model provides a holistic, customer-aligned, and outcome-oriented view of the enterprise, making it an essential tool for driving transformation, improving performance, and aligning execution with strategic goals.

Why It Matters

Many organizations struggle with fragmentation—initiatives operate in silos, handoffs are inefficient, and metrics don’t align with customer or business outcomes. The Value Stream Model fixes this by:

• Bridging silos across business, operations, and IT

• Aligning transformation efforts with customer experience

• Enabling capability-based execution and investment prioritization

It becomes the backbone for aligning every model in the AlignedX framework—from business capabilities and OKRs to execution and technology.

Key Features of the AlignedX Value Stream Model

1. Customer-Centric Orientation Designed from the outside-in, the value stream begins with customer need and ends with measurable outcome.

2. Defined Value Stream Stages Each stage is a logical, value-adding step in the flow—such as Discover, Buy, Deliver, Support—mapped to both customer touchpoints and internal processes.

3. Stage-Level Alignment

   • Business Capabilities are mapped to stages to clarify what needs to be done

   • OKRs are linked to stages to define how success is measured

   • Execution initiatives and technology enablers are tied to stages to drive how value is delivered

4. Industry-Specific Configurations Tailored templates (e.g., for healthcare, airlines, banking) help organizations accelerate modeling using industry best practices.

Example: Airline Value Stream

A sample value stream for an airline might include stages such as:

1. Inspire & Search – Attracting and engaging customers through digital channels

2. Book & Pay – Enabling seamless booking and transaction experiences

3. Check-In & Prepare – Streamlining pre-flight logistics and communication

4. Travel & Experience – Ensuring a smooth and memorable flight journey

5. Post-Travel & Loyalty – Capturing feedback, resolving issues, and building loyalty

Each stage is supported by capabilities (e.g., Customer Booking Management, Operational Dispatch Coordination) and linked to OKRs such as “Reduce average check-in time by 30%” or “Increase digital upsell conversion rate.”

How It Fits in the AlignedX Model

• Anchors the Business Capability Model Capabilities are grouped by the stage they support, making it easier to identify redundancies and gaps.

• Drives the Objectives and Key Results Model Each stage has tailored objectives and key results, ensuring execution is aligned with value delivery.

• Guides Execution and Technology Enablement Initiatives, backlogs, and digital enablers are all structured around improving flow and outcomes across the value stream.

Benefits

Provides a unified view of how value is delivered

Enables cross-functional alignment and prioritization

Improves customer experience and operational efficiency

Forms the basis for measurable transformation and agility

Conclusion

The AlignedX Value Stream Model is the connective fabric of digital transformation. It enables organizations to stop optimizing in silos and start delivering value holistically—faster, smarter, and with purpose.

By centering the enterprise around how value flows, organizations gain the clarity and coordination needed to execute transformation at scale.