Organizations rarely fail to scale because they lack strategy; they fail because the chain converting a business requirement into coordinated action across functions is long, lossy, and dependent on individuals. This review examines the frameworks that attempt to close that gap, drawing on a multi-domain corpus spanning lean operations, procurement, enterprise information systems, analytics, risk and regulatory governance, occupational safety, project delivery, and workforce development. Eight framework families are assessed against six dimensions: unit of analysis, translation mechanism, treatment of cross-functional interfaces, scalability stance, evidence base, and characteristic failure mode. Four convergences emerge across otherwise unrelated domains, three divergences persist, and four gaps are identified, the most consequential being the queueing behaviour of shared functions such as legal, audit, and safety assurance that cannot be embedded in every delivery unit. The paper synthesizes the corpus into a five-layer chain linked by five mechanisms and derives five falsifiable propositions concerning ownership, interface contracts, cadence, measurement, and the amplifying effect of automation on existing capability quality.