This book offers a framework and process to help you answer
the perennial question of whether you should grow new capabilities
internally, access them through licensing or other partnership
arrangements, or acquire them by purchasing other companies. How
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 go for organic growth, others for
MA. When these strategies falter, the common response is
simply to try harder. That can be fatal: 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 Duke University''s Fuqua School of Business and
the Rotman School of Management at the University of Toronto.
Drawing on more than two decades of research and teaching, Capron
and Mitchell have found that a firm''s aptitude for determining the
best "resource pathways" for its 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 help
you 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? If not, consider
external sourcing options; BORROW: Could you obtain the targeted
resources via an effective relationship with a resource partner?
The answer can vary widely-from hiring a contractor with a simple
agreement to engaging at a deeper level via an alliance; and, BUY:
Do you need broad and deep relationships with your resource
provider? This will help determine whether you should move toward
acquisition, or consider an alternative integration strategy.
Written for large multinationals and emerging firms alike, with
well thought-out examples, "Build, Borrow, or Buy" will help solve
a perennial question for business executives. Whether building a
firm or bringing new opportunities to an existing company, this
book will help guide you through change-and prime your organization
for optimal growth.
關於作者：
Laurence Capron is the Paul Desmarais Chaired Professor of
Partnership and Active Ownership at INSEAD and Director of INSEAD
Executive Education Program on "MAs and Corporate Strategy."
Will Mitchell is the J. Rex Fuqua Professor of International
Management at Duke University''s Fuqua School of Business and holds
the Anthony S. Fell Chair in New Technology and Commercialization
as a Visiting Professor of Strategic Management at the University
of Toronto''s Rotman School of Management.
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