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Built Not Bought™ · first review edition resource system

Citations, print‑page references and the path from insight to application.

This page is aligned to the 188-page first review edition. It keeps the book's evidence, chapter links and framework connections current while connecting public architecture, licensed tools and experienced advisory judgment.

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How to use this page

Read the idea. Trace the evidence. Apply the right level of the method.

The chapter lists below are further-reading and evidence trails, not claims that any outside source created the Built Not Bought frameworks. The frameworks reflect Bryan Greenwood's operating experience and are informed by a broader body of research and official guidance.

Edition mapFirst review edition · 188 interior pages · 15 chapters · conclusion · six field appendices · references · author biographyDownload the revised sample
Introduction

HR is not broken. It was never built to work this way.

Evidence behind the premise

The introduction connects the practical Built Not Bought argument to sociotechnical design, technology adoption, information-systems success and digital-transformation research.

Five motions + ten frameworks
  • Trist and Bamforth 1951. Some Social and Psychological Consequences of the Longwall Method of Coal-Getting. Source
  • Davis 1989. Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology. Source
  • DeLone and McLean 2003. The DeLone and McLean Model of Information Systems Success: A Ten-Year Update. Source
  • Venkatesh et al. 2003. User Acceptance of Information Technology: Toward a Unified View. Source
  • Vial 2019. Understanding Digital Transformation: A Review and a Research Agenda. Source
Part 1

Vision — Define the future before configuration defines it.

Chapter 01 · VISION · print pages 7-16

HR at Scale, Not in Control

See the difference between activity, scale and genuine executive control.

Primary: Transformation Compass; Executive Flight Deck

Supporting: Executive Decision Pyramid; Eight Pillars

  • Trist and Bamforth 1951. Some Social and Psychological Consequences of the Longwall Method of Coal-Getting. Source
  • DeLone and McLean 2003. The DeLone and McLean Model of Information Systems Success: A Ten-Year Update. Source
  • Ross, Weill, and Robertson 2006. Enterprise Architecture as Strategy. Source
Browse the framework previewOpen the book-owner prompt
Chapter 02 · VISION · print pages 17-26

The Buying Trap

Separate what a platform and partner can provide from what the client must build.

Primary: Client + SI Partnership Model; Executive Decision Pyramid

Supporting: Transformation Compass; Three Horizons

  • Davenport 1998. Putting the Enterprise into the Enterprise System. Source
  • Markus and Tanis 2000. The Enterprise Systems Experience — From Adoption to Success. Source
  • Somers and Nelson 2004. A Taxonomy of Players and Activities across the ERP Project Life Cycle. Source
Browse the framework previewOpen the book-owner prompt
Chapter 03 · VISION · print pages 27-36

Automation Before Design

Design the decision, process, data and human role before adding speed.

Primary: AI Decision Companion; Executive Decision Pyramid

Supporting: Eight Pillars; Quality Gate Framework

  • Bainbridge 1983. Ironies of Automation. Source
  • Parasuraman and Riley 1997. Humans and Automation: Use, Misuse, Disuse, Abuse. Source
  • Jarrahi 2018. Artificial Intelligence and the Future of Work: Human-AI Symbiosis in Organizational Decision Making. Source
  • NIST AI RMF 1.0. Artificial Intelligence Risk Management Framework. Source
  • NIST Generative AI Profile. Artificial Intelligence Risk Management Framework: Generative Artificial Intelligence Profile. Source
  • EEOC 2022. The ADA and the Use of Software, Algorithms, and Artificial Intelligence to Assess Job Applicants and Employees. Source
  • EU AI Act 2024. Regulation (EU) 2024/1689. Source
Browse the framework previewOpen the book-owner prompt
Chapter 04 · VISION · print pages 37-46

What Leaders Think vs. What Technology Can Do

Put outcomes, operating-model choices and governance ahead of configuration.

Primary: Executive Decision Pyramid

Supporting: Transformation Compass; Client + SI Partnership Model

  • Davis 1989. Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology. Source
  • Klein and Sorra 1996. The Challenge of Innovation Implementation. Source
  • Venkatesh et al. 2003. User Acceptance of Information Technology: Toward a Unified View. Source
  • Goodhue and Thompson 1995. Task-Technology Fit and Individual Performance. Source
Browse the framework previewOpen the book-owner prompt
Part 2

Design — Build the operating system around the platform.

Chapter 05 · DESIGN · print pages 47-54

The Cost of Misalignment

Expose the hidden tax created by conflicting assumptions, roles and timing.

Primary: Eight Pillars; Executive Decision Pyramid

Supporting: Client + SI Partnership Model; Executive Flight Deck

  • Weiner 2009. A Theory of Organizational Readiness for Change. Source
  • Ross, Weill, and Robertson 2006. Enterprise Architecture as Strategy. Source
Browse the framework previewOpen the book-owner prompt
Chapter 06 · DESIGN · print pages 55-62

Data Is Not Insight

Build shared meaning, fitness for purpose and ownership around workforce data.

Primary: Eight Pillars - Data; Executive Flight Deck

Supporting: AI Decision Companion; Quality Gate Framework

  • Wang and Strong 1996. Beyond Accuracy: What Data Quality Means to Data Consumers. Source
  • DeLone and McLean 2003. The DeLone and McLean Model of Information Systems Success: A Ten-Year Update. Source
  • Marler and Boudreau 2017. An Evidence-Based Review of HR Analytics. Source
Browse the framework previewOpen the book-owner prompt
Chapter 07 · DESIGN · print pages 63-70

Designing HR as a System

Connect outcomes, journeys, process, service, data, technology and capability.

Primary: Transformation Compass; Eight Pillars

Supporting: Change Management Thread; Three Horizons

  • Trist and Bamforth 1951. Some Social and Psychological Consequences of the Longwall Method of Coal-Getting. Source
  • Vial 2019. Understanding Digital Transformation: A Review and a Research Agenda. Source
  • Ross, Weill, and Robertson 2006. Enterprise Architecture as Strategy. Source
  • Goodhue and Thompson 1995. Task-Technology Fit and Individual Performance. Source
Browse the framework previewOpen the book-owner prompt
Chapter 08 · DESIGN · print pages 71-78

The Human Layer

Treat manager work, trust, behavior, capability and support as design inputs.

Primary: Change Management Thread

Supporting: Eight Pillars; Three Horizons; Quality Gate Framework

  • Davis 1989. Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology. Source
  • Venkatesh et al. 2003. User Acceptance of Information Technology: Toward a Unified View. Source
  • Edmondson 1999. Psychological Safety and Learning Behavior in Work Teams. Source
  • Klein and Sorra 1996. The Challenge of Innovation Implementation. Source
  • Weiner 2009. A Theory of Organizational Readiness for Change. Source
Browse the framework previewOpen the book-owner prompt
Part 3

Deliver — Govern evidence, decisions, risk and deployment.

Chapter 09 · DELIVER · print pages 79-86

Where AI Actually Works

Use AI for synthesis, challenge, drafting and pattern recognition inside human accountability.

Primary: AI Decision Companion

Supporting: Executive Decision Pyramid; Quality Gate Framework; Eight Pillars

  • NIST AI RMF 1.0. Artificial Intelligence Risk Management Framework. Source
  • NIST Generative AI Profile. Artificial Intelligence Risk Management Framework: Generative Artificial Intelligence Profile. Source
  • Jarrahi 2018. Artificial Intelligence and the Future of Work: Human-AI Symbiosis in Organizational Decision Making. Source
  • Kellogg, Valentine, and Christin 2020. Algorithms at Work: The New Contested Terrain of Control. Source
  • OECD AI Principles. OECD AI Principles. Source
  • U.S. DOL 2024. Artificial Intelligence and Worker Well-Being: Principles and Best Practices. Source
Browse the framework previewOpen the book-owner prompt
Chapter 10 · DELIVER · print pages 87-94

From Strategy to System

Translate strategy into capability, operating design, behavior, measures and ownership.

Primary: Three Horizons; Transformation Compass

Supporting: Executive Flight Deck; Executive Decision Pyramid

  • Peppard, Ward, and Daniel 2007. Managing the Realization of Business Benefits from IT Investments. Source
  • Vial 2019. Understanding Digital Transformation: A Review and a Research Agenda. Source
  • O’Reilly and Tushman 2013. Organizational Ambidexterity: Past, Present, and Future. Source
  • Kaplan and Norton 1992. The Balanced Scorecard — Measures That Drive Performance. Source
Browse the framework previewOpen the book-owner prompt
Chapter 11 · DELIVER · print pages 95-102

Rebuilding Without Starting Over

Diagnose platform, design, operating and adoption debt before replacing technology.

Primary: Three Horizons; Deployment Strategy Matrix

Supporting: Eight Pillars; Executive Flight Deck

  • Markus and Tanis 2000. The Enterprise Systems Experience — From Adoption to Success. Source
  • Soh, Sia, and Tay-Yap 2000. Cultural Fits and Misfits: Is ERP a Universal Solution?. Source
  • Somers and Nelson 2004. A Taxonomy of Players and Activities across the ERP Project Life Cycle. Source
  • Cooper 1990. Stage-Gate Systems: A New Tool for Managing New Products. Source
Browse the framework previewOpen the book-owner prompt
Part 4

Adopt — Enable people to perform the new work with confidence.

Chapter 12 · ADOPT · print pages 103-110

Leading Through the Tension

Turn competing priorities, uncertainty and residual risk into explicit decisions.

Primary: Quality Gate Framework; Executive Decision Pyramid

Supporting: Executive Flight Deck; Client + SI Partnership Model

  • Edmondson 1999. Psychological Safety and Learning Behavior in Work Teams. Source
  • Snowden and Boone 2007. A Leader's Framework for Decision Making. Source
  • Cooper 1990. Stage-Gate Systems: A New Tool for Managing New Products. Source
Browse the framework previewOpen the book-owner prompt
Chapter 13 · ADOPT · print pages 111-120

Measuring What Matters

Connect delivery, readiness, adoption, operations and business value.

Primary: Executive Flight Deck

Supporting: Quality Gate Framework; Eight Pillars; Three Horizons

  • Kaplan and Norton 1992. The Balanced Scorecard — Measures That Drive Performance. Source
  • DeLone and McLean 2003. The DeLone and McLean Model of Information Systems Success: A Ten-Year Update. Source
  • Peppard, Ward, and Daniel 2007. Managing the Realization of Business Benefits from IT Investments. Source
  • Marler and Boudreau 2017. An Evidence-Based Review of HR Analytics. Source
Browse the framework previewOpen the book-owner prompt
Part 5

Optimize — Turn go‑live into durable capability and value.

Chapter 14 · OPTIMIZE · print pages 121-128

The New HR Operating Model

Build product, process, data, service, release and benefits ownership after go-live.

Primary: Three Horizons; Executive Flight Deck

Supporting: Eight Pillars; Quality Gate Framework; Change Management Thread

  • Markus and Tanis 2000. The Enterprise Systems Experience — From Adoption to Success. Source
  • DeLone and McLean 2003. The DeLone and McLean Model of Information Systems Success: A Ten-Year Update. Source
  • O’Reilly and Tushman 2013. Organizational Ambidexterity: Past, Present, and Future. Source
Browse the framework previewOpen the book-owner prompt
Chapter 15 · OPTIMIZE · print pages 129-136

The Human Advantage

Use technology fully while keeping judgment, trust, values and accountability human.

Primary: Transformation Compass; AI Decision Companion

Supporting: All ten Built Not Bought frameworks

  • Trist and Bamforth 1951. Some Social and Psychological Consequences of the Longwall Method of Coal-Getting. Source
  • Jarrahi 2018. Artificial Intelligence and the Future of Work: Human-AI Symbiosis in Organizational Decision Making. Source
  • Parasuraman and Riley 1997. Humans and Automation: Use, Misuse, Disuse, Abuse. Source
  • NIST AI RMF 1.0. Artificial Intelligence Risk Management Framework. Source
Browse the framework previewOpen the book-owner prompt
Conclusion + field materials

The reference system at the back of the book.

These public descriptions help readers navigate the final 36 printed pages. Editable materials, full criteria and detailed facilitation remain part of the licensed Field Kit or advisory work.

Conclusion · pp. 137-140

Built Is a Verb

Bring the five motions together as an ongoing leadership discipline.

Appendix A · pp. 141-148

The 30-Day Executive Reset

A week-by-week reset for truth, ownership, governance, readiness and control.

Appendix B · pp. 149-154

Built Not Bought Framework Field Guide

A concise guide to all ten frameworks and when to use each one.

Appendix C · pp. 155-158

Public Quality Gate Questions

Leadership questions for Mobilize, Design, Build, Data, Test, Deploy and Stabilize.

Appendix D · pp. 159-162

Leadership Discussion Guide

Reflection and application questions for the fifteen chapters.

Appendix E · pp. 163-164

Online Companion and Toolkit Map

A map of public, book-owner, Field Kit, enterprise and advisory access.

Appendix F · pp. 165-172

Composite Case Snapshots

Five anonymized cases on governance, manager burden, data, partner dependency and AI.

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Source library

The recurring evidence base in one place.

Links lead to DOI records, official guidance or publisher pages. External content and availability are controlled by their respective owners.

Reader access map

The architecture is public. The working system equips application. Judgment remains human.

Leaders can evaluate the method openly, then choose the level of practical support that fits the decision, team and transformation stakes.

Public

Book sample, chapter citations, method, framework purpose and a limited transformation pulse.

Book owner

Protected reflection prompts, chapter actions, selected diagrams and reader updates.

Field Kit

Named-user license for editable working materials, full guides and protected premium tools.

Advisory

Calibration, executive interpretation, readiness review, quality gates and program intervention.

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Source and use note

Evidence should strengthen judgment—not replace it.

Regulation, official guidance and technology practice change. Verify current requirements with qualified legal, privacy, security, accessibility and employment professionals before applying any source to a consequential use.

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