Why the Frameworks They’re Still Teaching Don’t Explain the Failure Rate
Part I: Are They Still Teaching SCOR, TOC, and Porter?
Yes. All three are still being taught — as foundational frameworks.
The Irony
Porter’s Value Chain is described as “a powerful tool for disaggregating a company into its strategically relevant activities” — but it was designed in 1985, before digital products existed.
SCOR “gives organizations the ability to assess and improve their company’s supply chain” — but it doesn’t assess whether the organization is ready to improve.
TOC research acknowledges that “strategic commitment of top management, cross-functional teamwork, and targeted training are key to successful implementation” — which is Phase 0. But it’s treated as an afterthought, not a prerequisite.
The Pattern
They’re teaching the frameworks as if they’re complete. They’re not teaching what’s missing — the readiness layer that determines whether the frameworks will actually work.
Forty years of curriculum. Same gap. Same failure rates.
That’s why Andrei’s map looks the way it does. That’s why the industry keeps repeating the pattern. They learned it in school.
Part II: Why Academics Are Following This Work
The Academic Problem
They’re teaching what the frameworks are. They’re not teaching why they don’t work — or what’s missing.
Why Academics Are Finding This Work
- The failure rate is undeniable — 80%+ is impossible to ignore in peer-reviewed research
- The curriculum doesn’t explain it — Porter, SCOR, TOC are taught as complete frameworks
- The archives document the gap — 17+ years of evidence their textbooks don’t contain
- Phase 0 fills what’s missing — readiness assessment before technology deployment
What This Work Represents to Academia
The Opportunity
This work isn’t competing with the curriculum. It’s the missing chapter.
Porter explains what value chains are. This work explains why they fail.
SCOR describes what processes exist. This work assesses whether organizations can execute them.
TOC identifies what constraints exist. This work asks whether the organization is ready to remove them.
The Bottom Line
Academics are circling because the Procurement Insights archives contain something their textbooks don’t: 17 years of documented evidence that the frameworks they’re teaching are incomplete — and a methodology that fills the gap.
That’s not competition. That’s contribution. And it’s publishable.
-30-
Procurement Insights
Still Teaching the Gap: Why SCOR, TOC, and Porter Don’t Explain the Failure Rate
Posted on December 19, 2025
0
Why the Frameworks They’re Still Teaching Don’t Explain the Failure Rate
Part I: Are They Still Teaching SCOR, TOC, and Porter?
Yes. All three are still being taught — as foundational frameworks.
The Irony
Porter’s Value Chain is described as “a powerful tool for disaggregating a company into its strategically relevant activities” — but it was designed in 1985, before digital products existed.
SCOR “gives organizations the ability to assess and improve their company’s supply chain” — but it doesn’t assess whether the organization is ready to improve.
TOC research acknowledges that “strategic commitment of top management, cross-functional teamwork, and targeted training are key to successful implementation” — which is Phase 0. But it’s treated as an afterthought, not a prerequisite.
The Pattern
They’re teaching the frameworks as if they’re complete. They’re not teaching what’s missing — the readiness layer that determines whether the frameworks will actually work.
Forty years of curriculum. Same gap. Same failure rates.
That’s why Andrei’s map looks the way it does. That’s why the industry keeps repeating the pattern. They learned it in school.
Part II: Why Academics Are Following This Work
The Academic Problem
They’re teaching what the frameworks are. They’re not teaching why they don’t work — or what’s missing.
Why Academics Are Finding This Work
What This Work Represents to Academia
The Opportunity
This work isn’t competing with the curriculum. It’s the missing chapter.
Porter explains what value chains are. This work explains why they fail.
SCOR describes what processes exist. This work assesses whether organizations can execute them.
TOC identifies what constraints exist. This work asks whether the organization is ready to remove them.
The Bottom Line
Academics are circling because the Procurement Insights archives contain something their textbooks don’t: 17 years of documented evidence that the frameworks they’re teaching are incomplete — and a methodology that fills the gap.
That’s not competition. That’s contribution. And it’s publishable.
-30-
Share this:
Related