Capability Transfer
Instead of hiring a company to do a job for you, you hire experts to teach your own team how to do it themselves. It is like hiring a master carpenter to train your staff to build furniture, rather than just buying the furniture from them.
A strategic engagement model where external consultants are retained specifically to institutionalize knowledge and processes within the client organization. The success of the engagement is measured by the client's internal ability to perform the function independently, rather than the completion of the task by the external party.
The delivery principle that resolves the build-vs-outsource trap: external experts whose deliverable is capability left inside the organisation, not service that keeps it outside. 'Adoption can be bought; evolution must be built' — but a line, not a dogma: build the moat (the differentiating, accountable judgment), buy the rest (commodity surface); the intelligent-customer rule is a floor, not 'build everything'. Extends 'we build capability, not a role' to the external-expert case. (C4AIL.)