⚡️ Who Actually Brings the Most Value to the Company?

McKinsey research showed that 80% of business value is created by just 30–50 critically important roles.

➖ Only 5–10% of them report directly to the CEO.
➖ 30–40% are two levels below top management.
➖ 50–65% are hidden three levels down.


Most companies operate within the paradigm of classic organizational structures: the higher the position in the hierarchy, the more resources, budget, and attention it receives. However, the reality is that value creation (profit, innovation, competitive advantage) rarely aligns with the organizational structure.

Experts from Harvard Business Review and the authors of the Talent-to-Value concept divide critical roles into two categories: Value Creators (directly generate profit, e.g., R&D or sales) and Value Enablers (protect value and support the former, e.g., CTO). The concept is simple: remove any obstacles from the path of Value Creators and give them the best Value Enablers as support.

The 800% Rule: Why You Shouldn't Skimp on Such Roles?
This study analyzed how job complexity affects the performance difference between average and outstanding employees:
➖ In low-complexity work (e.g., manual production), top performers are 50% more effective than average employees.
➖ In medium-complexity work (standard managerial tasks), they are 85% more effective.
➖ In high-complexity work (IT, R&D, strategy, change management), outstanding talent is nearly an order of magnitude more effective — 800%.


Companies often try to hire "just good, solid specialists" (average performers) for critical roles to save on payroll costs.

Brian Heger (a well-known HR expert in the West) offers a checklist for auditing such positions:
➖ How strong is the specialist currently in this role?
➖ Is the risk of them leaving the company high?
➖ Is there a "bench" of successors?
➖ How long and expensive would it be to find a replacement externally?
➖ How quickly will the requirements for this role change under the pressure of automation?

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