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Chapter from: "Build, Borrow, or Buy: Solving the Growth Dilemma"
Published by: Harvard Business Publishing
Published in: 2012

Abstract

Chapter 4 of ‘Build, Borrow, or Buy: Solving the Growth Dilemma’ helps you choose whether to obtain new resources for your organization through an alliance or a full-scale acquisition. The chapter includes an example from Japan's Honda Motor Company and its Indian partner, Hero, that highlights the benefits and pain points of a structured alliance. An assessment tool at the end of the chapter helps you determine whether the scope of the planned collaboration and the compatibility of your potential resource partner point to a successful alliance. *About the book:* 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' strategies emphasize just one type of growth - for example, some focus on organic growth, others on M&A. When these strategies falter, the common response is simply to try harder. Instead, firms need to find the pathway that is right for them, 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. The result of a decade of research and teaching, their ‘resource pathways framework’ helps organizations find that path. It is built around three strategic questions: (1) BUILD: Are your existing internal resources relevant for developing the new resources that you have targeted for growth? (2) BORROW: Could you obtain the targeted resources via an effective relationship with a resource partner? and (3) BUY: Do you need broad and deep relationships with your resource provider? Written for managers of large multinationals and emerging firms alike, ‘Build, Borrow, or Buy’ will help solve a perennial question and guide you through change, while priming your organization for optimal growth. This chapter is excerpted from ‘Build, Borrow, or Buy: Solving the Growth Dilemma'.

About

Abstract

Chapter 4 of ‘Build, Borrow, or Buy: Solving the Growth Dilemma’ helps you choose whether to obtain new resources for your organization through an alliance or a full-scale acquisition. The chapter includes an example from Japan's Honda Motor Company and its Indian partner, Hero, that highlights the benefits and pain points of a structured alliance. An assessment tool at the end of the chapter helps you determine whether the scope of the planned collaboration and the compatibility of your potential resource partner point to a successful alliance. *About the book:* 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' strategies emphasize just one type of growth - for example, some focus on organic growth, others on M&A. When these strategies falter, the common response is simply to try harder. Instead, firms need to find the pathway that is right for them, 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. The result of a decade of research and teaching, their ‘resource pathways framework’ helps organizations find that path. It is built around three strategic questions: (1) BUILD: Are your existing internal resources relevant for developing the new resources that you have targeted for growth? (2) BORROW: Could you obtain the targeted resources via an effective relationship with a resource partner? and (3) BUY: Do you need broad and deep relationships with your resource provider? Written for managers of large multinationals and emerging firms alike, ‘Build, Borrow, or Buy’ will help solve a perennial question and guide you through change, while priming your organization for optimal growth. This chapter is excerpted from ‘Build, Borrow, or Buy: Solving the Growth Dilemma'.

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