While industrial companies have learned to establish added-value relationships and flows with their supply chain satellite companies, when they now face the new challenge of building relationships with other value chains, they suffer from the lack of existing know-how and expertise in meta-value chain operation and management (including methodologies, reference models, case studies, best practices, and business and ICT solution maps). Collaboration only becomes a competitive advantage for a meta-value chain when it leads to meta-value chain agility. While the customisation of the single value proposition has led to the need of mass customisation in productive processes, customising and continuously adapting an extended value preposition (EVP) is mainly achieved by reshaping the composition and geometry of the whole extended enterprise (EE) relying on dynamic and agile business models. This meta-value chain agility needs, in turn, to be based on extended organizational learning. This self and external awareness requires continuous assessment processes and models based on key performance indicators.