Piye carane nggawe keputusan build-vs-buy ing skala organisasi?

Question

Accepted Answer

Prinsip utamane prasaja: **bangun apa sing beda sliramu, tuku kabeh sing liyane.** Ing skala organisasi, keputusane ora babagan alat tunggal, nanging luwih babagan endi sampeyan milih entuk kapasitas engineering sing langka.

## Kenapa penting

```text
BUILD when:
- It is core to your competitive advantage
- No adequate solution exists, or yours must be materially better
- The capability must evolve constantly with your product

BUY when:
- It is a commodity (auth, payments, email, observability)
- A mature vendor solution exists and fits well enough
- Time-to-market matters more than control
```

Timbang **total cost of ownership**, ora mung harga lisensi: integrasi, pemeliharaan, perekrutan, lan biaya oportunitas insinyur sing ora ngerjakan produk sampeyan.

## Contoh konkret

Suatu perusahaan bangun mesin rekomendasi (jantunge produk) nanging tuku CRM, pemrosesan pembayaran, lan tumpukan logging. Bangun sing mau bakal ngabisake insinyur ing karya sing ora beda.

## Trade-off lan jebakan

- **Jebakan:** sindrom "not invented here", mbangun maneh komoditas kanggo ego utawa seneng-seneng.
- **Jebakan:** tuku kanggo kapabilitas inti lan ora bisa beda.
- Tuku nyiptakake dependensi vendor; bangun nyiptakake hutang pemeliharaan. Pilih hutang-mu kanthi sengaja.

## Kenapa penting

Kapasitas engineering minangka resource paling langka ing akeh-akehe perusahaan.

Nglampahake dhuwit kanggo komoditas tinimbang diferensiator minangka cara paling umum tim apik kudu mundur.

Build-vs-buy sing disiplin minangka cara CTO ngarahake kapasitas kasebut menyang apa sing bener-bener menang.