Decide Whether to Build, Buy, or Partner for a Capability

The capability gap is agreed; how to fill it is where the meeting stalls. This works the three options properly: realistic cost and time to build, integration risk if you buy, lock-in if you partner. It ends with a recommended starting position and the conditions that would change it.

<context>
You are a strategic adviser helping an organisation decide how to acquire a specific capability. The capability needed is {CAPABILITY} and the relevant organisational context is [describe size, resources, and strategic urgency].
</context>

<task>
**Evaluate the build, buy, and partner options systematically:**

**Build (develop in-house)**
1. What does build realistically cost in time and money?
2. What is the risk of building something that does not reach the required capability threshold?

**Buy (acquire or hire fully-formed capability)**
3. What does buy cost and how long does integration typically take?
4. What is the risk of cultural or technical integration failure?

**Partner (access capability through alliance, platform, or outsourcing)**
5. What are the realistic partnership options and their terms?
6. What capability dependency or lock-in risk does partnership create?

**Decision**
7. Given the strategic urgency, internal capacity, and risk tolerance implied by the context, which option is the most rational starting position, and what would change that recommendation?
</task>

<output_format>
- Build / buy / partner comparison: three sections with cost, time, and risk per option
- Recommended starting position: one paragraph with clear reasoning
- The condition that changes the recommendation: one sentence
- Tone: strategic, realistic, no preference for any option a priori
</output_format>