Profiling startup key resources: when a canvas is not enough

If we use a canvas tool for business modeling, when working with the block labeled as "key resources" the usual recommendation is focused on analyzing the key activities that the startup will need to develop their value proposition and deliver it to their customers. Thus, the activities are derived from generating that value proposition and conveying it via the identified channels, and the definition of key resources (at least in terms of the people in the organization) is based on identifying the competency profile necessary in those people. However, if we limit ourselves to this kind of analysis (too much influenced by a canvas tool), we are not identifying a different kind of features that are equally desirable in these people's profile and, when unconsidered, a potential source of problems for the startup's survival.

The problem arises because, if we follow strictly the "value proposition - key activities - key resources" chain, we will just have a technical vision (in terms of the technology used in product development, or the techniques used in different marketing channels to connect our product with our market) of the competencies that we look for in our team. There is, however, a whole different set of key transversal competences that we would be putting aside, closely linked to a way of working, a teamwork philosophy or a goal alignment regarding professional development that goes beyond specific projects or tasks.

Building a startup team capable of solving the technical requirements of their work and, at the same time, being cohesive around the same work philosophy, constitutes one the biggest challenges for the solopreneur trying to get surrounded with a team to develop a business idea, as well as for a group of friends with a certain shared will to explore a business idea as a team that can coordinate themselves and distribute correctly the required roles in a professional environment.

In fact, many of the stories out there about post-mortem analysis after closing a startup make reference, among other issues, to problems derived from a bad choice of the people to be part of the team and to solve the different technical challenges in order to build the value proposition, and not due to a lack of technical competences to do so, but because of discrepancies in the way that projects are faced and criteria are chosen to prioritize goals regarding task accomplishment. It would be very advisable that all these aspects, related to the development of what we could call a startup's work culture, were not left unconsidered because of being too much "attached" to what a specific tool specifies, as popular as it may be.

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