Cisco's corporate development portfolio: a blend of building, borrowing and buying

Purpose – This paper aims to present a case study of Cisco's corporate development approach which shows how the company built a powerful new business capability: the discipline of selecting the best pathways – build, borrow or buy – to follow when pursuing growth opportunities. Design/methodology/approach – In order for companies to achieve viable growth, business leaders must evaluate all three alternative pathways, which this paper looks into. Findings – The paper revelas that Cisco provides an excellent example of a company that has, over the years, learned how to develop the capability to use the full range of development modes. Research limitations/implications – This case is based on research for Build, Borrow or Buy: Solving the Growth Dilemma by Laurence Capron and Will Mitchell. Practical implications – In the way it blends all of the growth modes, Cisco demonstrates the value of top‐level leadership for what should be seen as an enterprise discipline: strategically coordinated building, borrowing and buying. Originality/value – The case illustrates how Cisco has learned to blend these development initiatives into a balanced and very effective resource portfolio.