In the fast-paced world of digital business development, the "make, buy, or ally" decision is a pivotal one. This decision refers to the choice a company faces when determining how to obtain new capabilities, technologies, or expertise to fuel growth. Should they build the solution internally (make), purchase it from an external source (buy), or collaborate with other organizations (ally)? Each approach has significant implications for business strategy and requires careful consideration of people, process, technology, and finance. Let’s explore these factors and how they align within the broader digital business development process.

1. The "Make" Decision

Building in-house solutions (make) offers control, customization, and the potential for proprietary advantages. However, this option can be resource-intensive.

Key Considerations:

- People: Does the organization have the talent and expertise required to build and sustain the solution? The decision to make requires investing in your people through recruitment, development, and retention of technical talent.

- Process: Internal processes must be optimized for agile and iterative development. The organization should assess its project management capabilities and ability to manage timelines, communication, and delivery milestones.

- Technology: This decision is technology-driven. The ability to make hinges on having the necessary infrastructure and tech stack in place. Does your current technology environment support in-house development, or will significant upgrades be needed?

- Finance: Building in-house can have high upfront costs, though it could potentially offer cost savings in the long term. The financial strategy should factor in not only the cost of development but also ongoing maintenance and scalability.

Aligning the Make Decision:

For businesses committed to digital transformation, making in-house solutions can align with long-term strategy. The goal should be to ensure that the people, process, and technology investments provide a competitive advantage that is worth the financial commitment. In industries where differentiation through unique digital capabilities is critical, the "make" approach often shines.

2. The "Buy" Decision

Buying external solutions can provide faster time-to-market, reduce development risk, and offer access to best-in-class technologies. However, it often requires compromising on customization and flexibility.

Key Considerations:

- People: Even when buying, people remain crucial. The company will need teams that can integrate and operate the new systems, train others, and ensure smooth adoption.

- Process: The processes around integration become critical. Can the business effectively onboard and integrate third-party solutions into existing workflows? This includes addressing compatibility with existing systems and ensuring the solution aligns with your operational needs.

- Technology: When buying, you must assess whether the external solution fits within your existing digital ecosystem. Compatibility with current platforms, cybersecurity, and the ability to scale are major concerns.

- Finance: Buying typically involves lower upfront costs than building but may come with ongoing licensing or subscription fees. There are also hidden costs related to integration, customization, and potential future upgrades. Conduct a thorough cost-benefit analysis.

Aligning the Buy Decision:

Buying aligns best with businesses seeking a rapid solution to meet immediate needs. It's ideal for companies that lack the internal expertise or resources to build solutions from scratch or that want to focus on core business areas without getting distracted by technology development. For digital businesses with evolving requirements, this option allows for greater flexibility and faster execution.

3. The "Ally" Decision

Partnering with other organizations can provide access to expertise, markets, or technologies through alliances or joint ventures. This approach is a middle ground between making and buying, combining strengths of two or more entities.

Key Considerations:

- People: Partnerships require strong collaboration skills. The success of an alliance often hinges on how well teams from both companies can work together. Cultural alignment, clear communication, and shared goals are essential.

- Process: Clear processes for collaboration, decision-making, and problem resolution must be in place. Each partner's role and contribution should be well-defined to prevent misalignment.

- Technology: Technology integration between partners can be complex. Both companies need to evaluate how their platforms, data systems, and security protocols will work together.

- Finance: Financially, alliances can reduce costs since risks and investments are shared. However, profit-sharing, governance, and return on investment should be clearly outlined in any partnership agreement.

Aligning the Ally Decision:

Alliances are most effective when there is a strategic fit between partners, where each party brings complementary strengths to the table. For businesses looking to expand their digital reach, break into new markets, or gain access to cutting-edge technologies, forming an alliance can be a powerful move. The challenge lies in maintaining alignment of goals over time and ensuring a mutually beneficial relationship.

Aligning People, Process, Technology, and Finance for Strategic Digital Growth

The decision to make, buy, or ally is a critical one that impacts every dimension of digital business development. To align this decision with your business strategy, it’s essential to evaluate the interplay of people, process, technology, and finance:

- People: Ensure that your workforce has the capabilities, or can be developed, to support your decision. If you choose to make, invest in your people. If you choose to buy, ensure they can integrate and operate the new technology. If you ally, make sure your teams can collaborate across organizational boundaries.

- Process: Optimize your internal processes for innovation and execution, whether that means agile development for internal projects, integration processes for new purchases, or collaboration frameworks for partnerships.

- Technology: Align your decision with your technological capabilities and digital roadmap. Building in-house may require investing in your infrastructure, while buying and allying involve evaluating how well new technologies will integrate with your existing stack.

- Finance: Balance short-term costs with long-term gains. Making has high upfront costs but can offer proprietary advantages. Buying allows for quicker solutions, but with potential ongoing expenses. Allying helps spread the cost and risk, but profit-sharing must be carefully managed.

Making, Buying, and Allying are All Viable Strategies for Collaboration and Partnerships

Ultimately, the right approach depends on your digital business goals, market positioning, and the capacity to execute. Making, buying, and allying are all viable strategies for collaboration and partnerships, but success comes down to how well your organization aligns these decisions with its people, processes, technology, and financial resources. A well-executed strategy can drive digital innovation, transform operations, and unlock new growth opportunities in today's competitive landscape.

About Rowdy Bijland

Rowdy is a strategic and creative thinker. He acts as a digital business partner with the mission to support leaders, their teams and organizations, to drive digital business strategy, innovation and transformation execution, with the aim to maximize potential and to contribute to the creation of sustainable value and meaningful impact. He released his first publication “Digital Disruption: A leader’s Guide for Business Development in the Digital Age” available both as paperback and eBook in the shop. In addition, he released a digital masterclass “Leading Digital Disruption” on Udemy. He is facilitator, moderator and keynote speaker for companies and organizations. Furthermore, Rowdy offers 1:1 digital business coaching for leaders worldwide.

To connect with Rowdy, please follow him on Linkedin.

In a world increasingly driven by digital technologies, organizations must prioritize digital talent acquisition and development to stay competitive. Digital talent, individuals with expertise in areas like data science, artificial intelligence, software development, and digital marketing, are essential to innovation and growth in today’s business landscape. Yet, acquiring and retaining this talent is challenging, as demand often outpaces supply. To succeed, organizations need a robust strategy for attracting digital expertise from outside and developing skills internally. This article explores real-world examples of how companies have addressed these challenges and provides actionable strategies for leaders to foster a future-ready digital workforce.

How Companies Manage Digital Talent Acquisition and Development

1. Google’s Digital Skill-Building Initiatives Google has long invested in upskilling its workforce and the wider community. Through its Google Digital Garage program, it provides digital marketing, coding, and data analytics training to individuals worldwide, including its own employees. By investing in digital skills development, Google not only fills skill gaps internally but also builds a pipeline of talent equipped for the digital economy. The initiative has become a model for how organizations can support digital literacy on a large scale.
2. Amazon’s Retraining Programs for Digital Skills Amazon recognized the growing need for digital skills early on and launched Amazon’s Upskilling 2025 initiative to equip employees with in-demand skills. The program offers employees training in areas like machine learning, cloud computing, and software engineering. By investing in retraining, Amazon helps its employees transition into digital roles within the company, ensuring a steady supply of talent for new projects and enhancing retention.
3. AT&T’s Workforce 2020 Program Facing rapid technological changes, AT&T embarked on a company-wide reskilling initiative called Workforce 2020 to upskill its employees for a more digitally focused future. The program includes partnerships with Udacity and Georgia Tech to provide employees with affordable access to online courses in data science and cybersecurity. By empowering employees to learn new digital skills, AT&T has created a culture of continuous learning that enhances both employee satisfaction and the organization’s competitiveness.
4. IBM’s New Collar Jobs Initiative IBM’s New Collar Jobs initiative addresses digital talent shortages by hiring candidates with the right skill sets, regardless of traditional education backgrounds. The program identifies roles in AI, cybersecurity, and cloud computing that don’t necessarily require a college degree but focus on skills obtained through non-traditional paths. This approach has broadened IBM’s talent pool, enabling it to tap into skilled candidates who might otherwise be overlooked.

Strategies for Leaders to Support Digital Talent Acquisition and Development

1. Attracting Digital Talent from Outside the Organization
   • Emphasize Purpose and Innovation: Digital talent is often driven by purpose and a desire for innovative work. Leaders should communicate the organization’s mission and highlight its commitment to cutting-edge technologies and impactful projects. Many tech companies, like Salesforce, emphasize their values and their impact on the world, which attracts purpose-driven digital experts.
   • Leverage Employer Branding: Building a strong employer brand is crucial for attracting top digital talent. Leaders can focus on creating a workplace culture that values innovation, inclusivity, and continuous learning. Platforms like LinkedIn and Glassdoor are valuable for showcasing a company’s culture, and many companies, like HubSpot, have seen significant recruiting success through strong employer branding that appeals to digital professionals.
   • Offer Flexible and Remote Work Options: Flexibility is a top priority for digital talent. Remote work options expand the candidate pool beyond geographic constraints, increasing the chances of attracting highly skilled professionals. Organizations like Shopify and Twitter have embraced remote work policies to attract digital talent from around the globe, making it easier to find the right expertise regardless of location.
2. Building Digital Skills Internally
   • Invest in Continuous Learning Programs: Leaders should implement ongoing digital skills development programs that allow employees to learn at their own pace. Companies like Microsoft and IBM have internal training platforms with courses in AI, data science, and digital marketing that employees can access anytime. By creating a culture of continuous learning, leaders can ensure that employees remain engaged and equipped with the latest digital skills.
   • Provide Access to Certifications and Courses: Enabling employees to earn industry-recognized certifications in digital areas not only enhances their skills but also builds a strong internal talent pool. For instance, Google encourages its employees to obtain certifications in relevant fields like cloud computing and data analysis. Sponsoring certifications helps employees stay current while reinforcing the organization’s commitment to growth.
   • Mentorship and Cross-Functional Teams: Pairing less experienced employees with digital experts or setting up cross-functional teams promotes knowledge-sharing and practical learning. Many companies use this approach to facilitate skill transfer. At Adobe, for example, digital specialists work alongside marketing teams to help integrate data-driven decision-making into marketing strategies. This approach boosts digital literacy across departments.
3. Promoting Retention of Digital Talent
   • Foster a Culture of Innovation and Experimentation: Digital talent thrives in an environment where experimentation is encouraged. Leaders can create this culture by providing employees with resources and the freedom to test new ideas. Google’s “20% Time” policy, where employees spend 20% of their time on personal projects, is one way to cultivate a culture that values exploration and innovation.
   • Offer Career Growth Paths: Digital professionals are highly motivated by growth opportunities. Leaders should design clear career paths that allow digital talent to advance based on skills rather than tenure. AT&T’s Workforce 2020 program is a strong example, as it provides structured career advancement opportunities that align with the company’s digital transformation goals.
   • Provide Competitive Compensation and Benefits: To retain digital experts, leaders must ensure that compensation packages reflect market rates for in-demand digital skills. This might include competitive salaries, bonuses, equity, and additional perks like flexible work options or wellness benefits. Companies like Facebook and Amazon offer comprehensive packages tailored to attract and retain digital talent, which is essential given the competitive nature of the tech industry.
4. Encouraging a Growth Mindset and Adaptability
   • Promote a Growth Mindset: Leaders should encourage a growth mindset within the organization, where employees view challenges as learning opportunities. Microsoft’s transformation under Satya Nadella is a notable example. By shifting the company culture to embrace a growth mindset, Nadella inspired employees to approach learning and innovation with enthusiasm. Leaders can promote this mindset through training programs, feedback, and a focus on continuous improvement.
   • Embrace Agile Practices: Agile practices allow teams to be more adaptive and responsive to change. Leaders can incorporate agile methodologies to increase the organization’s flexibility and foster a culture where employees are empowered to make iterative improvements. Spotify’s agile framework, where cross-functional teams are empowered to make decisions and adapt quickly, is a model for organizations seeking to enhance adaptability.

Future-ready Digital Workforce that Drives the Organization’s Long-term Success

Digital talent acquisition and development are essential for organizations seeking to thrive in today’s technology-driven landscape. By attracting digital expertise from outside and nurturing skills within, organizations can ensure they have the talent necessary to innovate, grow, and compete.

Real-world examples from companies like Google, Amazon, AT&T, and IBM demonstrate that a robust digital talent strategy combines external hiring with internal development. Leaders can support digital talent through strong employer branding, flexible work arrangements, continuous learning programs, and a culture that embraces innovation. By promoting a growth mindset, investing in upskilling, and providing clear growth opportunities, leaders can build a resilient, future-ready digital workforce that drives the organization’s long-term success.

About Rowdy Bijland

Rowdy is a strategic and creative thinker. He acts as a digital business partner with the mission to support leaders, their teams and organizations, to drive digital business strategy, innovation and transformation execution, with the aim to maximize potential and to contribute to the creation of sustainable value and meaningful impact. He released his first publication “Digital Disruption: A leader’s Guide for Business Development in the Digital Age” available both as paperback and eBook in the shop. In addition, he released a digital masterclass “Leading Digital Disruption” on Udemy. He is facilitator, moderator and keynote speaker for companies and organizations. Furthermore, Rowdy offers 1:1 digital business coaching for leaders worldwide.

To connect with Rowdy, please follow him on Linkedin.

The relentless march of digital transformation is more than a technological trend, t’s a seismic force reshaping industries, economies, and everyday life. At the intersection of cutting-edge innovation and evolving human priorities, the world stands at a tipping point. For individuals and organizations alike, this era demands not only adaptation but proactive engagement with the waves of digital disruption reshaping our future.

Generative AI: A New Creative Renaissance

Once viewed as a novelty, generative AI has become a cornerstone of creativity and innovation. From designing next-generation products to crafting tailored content, AI’s ability to produce realistic and complex outputs is revolutionizing industries like entertainment, marketing, and product development. As this technology becomes increasingly sophisticated, it empowers organizations to deliver hyper-personalized experiences that resonate deeply with consumers.

Quantum Computing: Unlocking New Possibilities

Quantum computing is transitioning from theoretical promise to practical application, breaking barriers in problem-solving, cryptography, and optimization. This technological leap is set to redefine industries such as pharmaceuticals, logistics, and finance, enabling solutions previously thought impossible. Organizations that invest early in quantum strategies will find themselves at the forefront of these transformative changes.

The Metaverse: Bridging Realities

What was once a speculative concept is now becoming a functional layer of the internet. The metaverse is poised to transform how we work, learn, and play, offering immersive environments that redefine digital interactions. Businesses are pivoting from traditional online experiences to virtual-first engagements, unlocking new dimensions of connectivity and collaboration.

Sustainability Through Digital Innovation

Digital disruption isn’t just about profitability; it’s about ensuring a sustainable future. Technologies such as IoT, AI, and blockchain are driving smarter resource management, reducing waste, and enabling transparent supply chains. As green tech startups and eco-conscious businesses rise, innovation and sustainability are becoming inseparable.

Decentralization and the Evolution of Economies

Blockchain technology is empowering individuals by decentralizing control over financial services, identity management, and data ownership. Through Web3 innovations, traditional institutions are being disrupted, creating systems that prioritize transparency, autonomy, and equitable access to resources.

Healthcare’s Digital Revolution

The fusion of AI, wearable technology, and telemedicine is propelling healthcare into a hyper-digital age. Predictive analytics enables earlier disease detection, while personalized treatments driven by genomic data are setting new standards in patient care. Healthcare providers who embrace these technologies are leading the charge toward more effective, accessible, and personalized medicine.

Cybersecurity: Securing the Digital Frontier

With the proliferation of interconnected devices and the rise of quantum computing, cybersecurity challenges are evolving rapidly. Proactive measures, including AI-driven threat detection and mitigation, are essential to safeguarding sensitive data and ensuring trust in digital ecosystems. Governments and businesses must prioritize robust cybersecurity frameworks to stay ahead of emerging threats.

The Digital Transformation of Education

Education is undergoing a profound digital shift, driven by AI tutors, immersive learning environments, and global access to knowledge. These innovations are leveling the playing field, enabling lifelong learning that adapts to the demands of an ever-changing economy. This democratization of education is preparing individuals to thrive in a future defined by continuous evolution.

Thriving in a Disrupted World

Digital disruption is not a challenge to overcome, it’s an opportunity to embrace. By fostering a mindset of agility, innovation, and sustainability, individuals and organizations can navigate this era of transformation with confidence. Recognizing the interconnected nature of these disruptions is key to unlocking new possibilities and creating a future where innovation and progress thrive together.

The digital future is no longer a distant vision, it’s unfolding all around us, reshaping how we live, work, and connect. This moment is not just about adapting to change but leading it, ensuring that the reshaped world is one we all want to inhabit.

About Rowdy Bijland

Rowdy is a strategic and creative thinker. He acts as a digital business partner with the mission to support leaders, their teams and organizations, to drive digital business strategy, innovation and transformation execution, with the aim to maximize potential and to contribute to the creation of sustainable value and meaningful impact. He released his first publication “Digital Disruption: A leader’s Guide for Business Development in the Digital Age” available both as paperback and eBook in the shop. In addition, he released a digital masterclass “Leading Digital Disruption” on Udemy. He is facilitator, moderator and keynote speaker for companies and organizations. Furthermore, Rowdy offers 1:1 digital business coaching for leaders worldwide.

To connect with Rowdy, please follow him on Linkedin.