The build vs. buy decision is more nuanced than most frameworks suggest. Here's how to think about it. This is a topic that comes up in nearly every engagement I run, and the pattern is consistent enough that it's worth documenting clearly.
The context
Mid-market companies navigating transformation — whether through PE ownership, ERP modernization, or AI adoption — face a version of this challenge at every stage. The specifics differ. The underlying dynamics are remarkably consistent.
What the data shows
After 17 years at Dell and multiple engagements across CPG, manufacturing, and PE-backed mid-market companies, the pattern is clear: the companies that execute well on this aren't necessarily the ones with the best strategy or the most resources. They're the ones that have built the right operational infrastructure to translate strategy into action.
Strategy is not the constraint in most mid-market companies. Execution infrastructure is.
The practical approach
The framework I use consistently starts with diagnosis — not prescription. Before recommending a solution, I need to understand the specific context: what's the current state, where are the constraints, what's the leadership capacity for change, and what does success look like in 90 days?
The answer is almost always a combination of process clarity, accountability systems, and technology that supports rather than complicates the work. The sequencing matters as much as the components.
Implementation principles
Start with the highest-leverage constraint. Build in quick wins to maintain momentum. Measure outcomes, not activities. And keep the CEO involved — transformation programs that lose C-suite attention within 60 days almost always fail.
The goal is not a perfect plan. It's an executable one that gets better as you learn.
Ready to put this into practice?
Book a 30-minute strategy call. I'll tell you exactly what I'd prioritize for your specific situation.