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Build, Borrow, or Buy: Solving the Growth Dilemma Hardcover – August 14, 2012
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What is so interesting about Build, Borrow or Buy is that while it identifies the problems facing a company approaching a growth phase it also offers strategic solutions based on a combination of approaches. The book says that essentially it is getting the mix right that has empowered companies of the calibre of Johnson & Johnson, Essilor, ResMed and Cisco more than anything else.” Engineering & Technology Magazine, The Institution of Engineering and Technology
The logic is impeccable and very informative, evidencing the key points with real examples and models.” Supply Management (supplymanagement.com)
This is not just another compilation of tips and tricks about how to manage the growth of your company. Its framework, the resource pathways’, raises the exact questions you need to ask yourself when faced with strategic choices. The book contains the perfect balance between up-to-date examples and cogent analyses based on in-depth studies. It’s a must-read before committing your firm to major investments, alliances, or acquisitions.” The Independent
Much recent thinking on strategy emphasizes execution, but Capron and Mitchell’s research shows that companies can excel at execution and still fail, because they choose the wrong resource pathway.” CFO Magazine
According to Capron and Mitchell, firms using a robust build-borrow-buy framework” to gain new resources have a significantly greater five-year survival rate than those using only one of the approaches The book is liberally laced with case studies of companies that have either got these strategies right or have got them wrong The core message is that those who learn to select the right pathways to growth gain competitive advantage.” Irish Times
In Build, Borrow or Buy, Capron and Mitchell argue that company leaders spend too much time searching for targets to take over and not enough asking themselves whether they need to do a takeover deal at all. Companies that want growth have two other options to consider alongside acquisitions: building the resources they need, or borrowing them from somewhere else. The most important aspect is taking the time to think through which approach is most appropriate Think before you swoop.” The Sunday Times
Build, Borrow, or Buy serves as an outstanding resource for senior leaders and anyone working or interested in organizational growth and development.” Leader Lab
" Build, Borrow, or Buy, by professors Laurence Capron, of INSEAD, and Will Mitchell, of Duke University’s Fuqua School of Business, is such a timely book..... Confident decisions about what strategy to adopt and what capabilities to develop are highly dependent on knowing how to obtain the required resources. For these reasons, reading Build, Borrow, or Buy could help you enhance your company’s strategy as well as its execution.” strategy+business magazine
This range of ideas is important because Capron and Mitchell make it clear that no single strategy will deliver specific outcomes and that the firms that survive and prosper create their own mix.” The Australian
"The book offers a series of more tactical questions and tips to help you as you probe more deeply into the build-borrow-buy possibilities... the keen insights stir the mind and offer many rewards" The Globe and Mail
"Excellent case studies back up the authors’ contention that sustainable growth comes when leaders make active choices across the full portfolio of growth options. A highly recommended read for all would-be strategists." Economia Book Review
"Build, Borrow, or Buy serves as an outstanding resource for senior leaders and anyone working or interested in organizational growth and development..” David Burkus, LDRLB
There is surely nothing quite so useless as doing with great efficiency what should not be done at all” is one of Peter Drucker’s better-known maxims. Or, as Will Mitchell paraphrases it to CFO, You can royally mess yourself up if you try to do the wrong thing really well.” Either way, that nugget of wisdom lies at the core of an original new book on strategy and growth by Mitchell and Laurence Capron, Build, Borrow, or Buy. Much recent thinking on strategy emphasizes execution, but Capron and Mitchell’s research shows that companies can excel at execution and still fail, because they choose the wrong resource pathway.” CFO Magazine
They’ve come up with a helpful framework that reflects the practices of a variety of successful global organizations, to determine which path is best for yours.” The Hindu (India)
an excellent book fascinating I’d say this book is essential reading for anyone involved in the growth of their company, and in the end, that’s all of us.” Business Traveller magazine
ADVANCE PRAISE for Build, Borrow, or Buy:
Bob McDonald, Chairman of the Board, President, and Chief Executive Officer, The Procter & Gamble Company
Capron and Mitchell accurately capture the dilemma that today’s business leaders facehow to deliver long-term sustainable growth. They lay out a compelling framework by which to judge how to best fill capability gaps and position companies for growth.”
Roger Martin, Dean, Rotman School of Management, University of Toronto
Laurence Capron and Will Mitchell have written a valuable book on how to think through the question of securing the capabilities that a company needs in order to win. Full of helpful checklists and frameworks, Build, Borrow, or Buy brings what could be abstract concepts down to earth for practicing executives. I recommend this book for all those who strive to make their company more prosperous.”
Peter Johnson, Vice President, Corporate Strategy, Eli Lilly and Company
Much has been written about identifying what’ core competencies firms need to create competitive advantage. Build, Borrow, or Buy addresses the critical problem of how’ to obtain those competencies. A clear, practical guide to thinking about successfully obtaining, integrating, and managing resources over time.”
Patrick Cescau, former Group CEO, Unilever
This rigorous and well-researched analysis provides an invaluable guide for any executive looking to address that greatest of growth conundrums: knowing precisely how and when to deploy a firm’s resources and capabilities in pursuit of the biggest opportunities.”
Kathleen M. Eisenhardt, Stanford W. Ascherman M.D. Professor, Stanford University; coauthor, Competing on the Edge: Strategy as Structured Chaos
Capron and Mitchell will change how you think about business. They offer a crystal-clear framework, demystifying the thorny choices of when to acquire, ally, or do-it-yourself,’ and they back it up with rich, global examples. A must-read for executives and business development professionals.”
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Top Customer Reviews
The book is well written and well organized, with a chapter each on when to build, borrow (two actually; one for borriwing via contract and another for borrowing via alliance), or buy, sandwiched between an introductory chapter and a couple of chapters on recap and development of capabilities.
Authors do a good job of weaving in anecdotes of recent transactions and practical examples, as well as bringing in nuggets from their and others' relevant research.
As a practitioner of transactions, I found Chapter 5 (on when to buy) of particular interest. Authors do a great job of cautioning the readers of the (many) pitfalls that an acquisition may lead to. Overall, I felt that the authors provide a balanced view of acquisitions: M&A is a potent leadership tool, but beware of the blind spots! Also of interest is authors' nod to the importance of strong M&A execution skills.
Another factor that led me to give this book high rating is that the authors' treatment is not limited to technical analysis only. Rather, they play up (rightly so) the importance of the softer side of coprorate development options. They pay attention to the importance of "internal resources" (including knolwedge bases) as part of the decision-making analysis, as well as the importance of integration(with special emphasis on "governance issues").
All in all, a great new book, building upon the recent research trends, that provides practical guide to navigating the resource / growth dilemna that corporations (and corporate executives) face almost everyday.
First, how should firms select among various strategies, including internal development, contracts, alliances, and acquisitions, to grow their company? Up to my knowledge, this is the first book highlighting this holistic view in comparing different strategic choices but not focusing on a single one. Providing a set of powerful analytical tools, the book can help students and managers conduct a systematic analysis across multiple choices and avoid falling into the trap of pursuing an individual mode in isolation based on past competence. The authors demonstrate that a decision is to be made not just based on the value of a given mode, but also the opportunity costs of not using other modes.
Second, how should firms dynamically configure their product and resource portfolios? This dynamic analysis can help managers correct past mistakes, if any, or to update their portfolios which are often rendered obsolete by changing market conditions. Developing such a dynamic capability is particularly relevant in the current market environment, which is fraught of institutional, technological, and demand shocks.
I highly recommend this fascinating, thought-provoking book not only to students and academic colleagues, but also to practitioners who are constantly faced with these critical strategic choices.
This book is all about making management assessments; looking over the options and deciding whether one path is necessarily better than the other two. Many people jump into the build, borrow, or buy decision based purely on emotion or gut instinct and, in doing so, waste valuable resources that could be been saved by selecting a different path. From my management experience, I find that companies are too quick to take the buying route without giving the other two options their proper due. Sometimes, buying works but other times, leasing or building is best. This book encourages managers to step back, evaluate the different options, and make the decision that is right for them.
Management books are often best when they include good, real- world examples and this book does exactly that. It includes anecdotes, success stories, and some examples of failures. These latter examples are good because they illustrate how a well- known company failed to consider all alternatives and ending up making a bad decision that haunted them for years. There are also some examples of decisions that worked and the examples, as a whole, are very helpful and great to refer back to as learning resources. The book also offers self- assessment questions that help companies make the best decision based on answers to a standard set of Q&A.Read more ›
Most Recent Customer Reviews
Good structure for think through a tough problem. No specific / deeper guidance for thinking about tech space unfortunately.Published 16 months ago by J. Southern
This was a great book. The information presented discusses different approaches to scaling a business. Read morePublished on May 23, 2014 by D. Adewodu
A rigorous and well documented book clearly describing day to day business concepts and challenges. The authors made a very practical guide about nowadays dilemmas. Congrats!Published on March 19, 2014 by FC
It was wonderful to see a complete treatment of how different pathways to building advantage are related and complimentary. Read morePublished on March 13, 2014 by Bruce Lamont
There are not many books that review and discuss this topic in depth, and I'm glad to find a book like this. Read morePublished on January 28, 2014 by Woowaa
An excellent book for senior executives and corporate development managers charting their companies' growth trajectories. Read morePublished on September 25, 2013 by Tony Tong
Most strategists are used to thinking about long term goals and growth plans - but often a systematic thinking on the means to those goals. Read morePublished on September 16, 2013 by CHARLES DHANARAJ
Good book on the make versus buy decision. The authors argue that the choice is a bit more complicated, as indicated by the title. Read morePublished on April 10, 2013 by Jackal