Build, Borrow, or Buy: Solving the Growth DilemmaHow should you grow your organization? It’s one of the most challenging questions an executive team faces—and the wrong answer can break your firm. The problem is most firms’ growth strategies emphasize just one type of growth—some focus on organic growth, others on M&A. When these strategies falter, the common response is simply to try harder—but firms falling into this “implementation trap” usually end up losing out to a competitor whose approach is more inclusive. So where do you start? By asking the right questions, argue INSEAD’s Laurence Capron and coauthor Will Mitchell, of the Rotman School of Management at the University of Toronto and Duke University’s Fuqua School of Business. Drawing on decades of research and teaching, Capron and Mitchell find that a firm’s aptitude for determining the best resource pathways for growth has a defining impact on its success. They’ve come up with a helpful framework, reflecting practices of a variety of successful global organizations, to determine which path is best for yours. The resource pathways framework is built around three strategic questions: • BUILD: Are your existing internal resources relevant for developing the new resources that you have targeted for growth? • BORROW: Could you obtain the targeted resources via an effective relationship with a resource partner? • BUY: Do you need broad and deep relationships with your resource provider? Written for large multinationals and emerging firms alike, Build, Borrow, or Buy will help solve a perennial question and will guide you through change while priming your organization for optimal growth. |
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Build, Borrow, Or Buy: Solving the Growth Dilemma Laurence Capron,Will Mitchell Limited preview - 2012 |
Common terms and phrases
acquisitions activities agreements align assess automaker basic contracts borrowed resources build build-borrow-buy Capron challenges chapter Cisco Coca-Cola FEMSA collaboration company’s Compaq compete competitors complex alliance consider coordination core corporate development create Danone deal decisions divest divestiture drug Eli Lilly employees example execution skills external sourcing firm’s focused Genentech global goals Governance question growth Hero Honda Honda identify implementation incentives industry innovation INSEAD integration internal development internal exploratory environment investment Johnson & Johnson joint venture knowledge base Knowledge question Laurence leaders licensing ManagementJournal Mitchell negotiate obtain new resources ongoing opportunities organization organizational fit partnerships path PepsiCo percent potential probiotics product lines projects relationship require Research In Motion resource gaps resource partner resource pathways framework resource portfolio Rosneft Sanofi-Aventis selection capability Skype smartphone sourcing modes sourcing options strategic resources strong success target firm targeted resources Tata Motors telecom tion units