What resources or tools in your toolbox will your business need to exercise its capabilities and deliver its' unique value? Capture, define, assure and apply these simply and effectively from your strategic choices canvas using the Resources canvas.
"Time is the scarcest resource and unless it is managed nothing else can be managed.”
Peter Drucker
The value chain-chain and competency chapters described:
identifying the differential competencies available in an organization
These are the organizational strengths
what competencies are necessary to provide an effective value chain
ensure there are policies, procedures and actions to ensure those are mutually supportive over time
Define a (strategic) resource
Use the StrategyCAD resource canvas to identify strategic resources and associate them with your value proposition, competencies, and value chain.
As previously introduced a competency is "Know-how" - Expertise an organization has that enables it to deliver value to the community and stakeholders it serves.
A Competency is implemented within or applied to the value chain and/or designing a value proposition.
Competencies consume resources. The resources can be tangible resources (things you can touch, but maybe shouldn't) including raw materials, facilities, and office equipment. Resources can be intangible resources (not physical) including patents, intellectual property, computer algorithms, data and information, brand value, skills, knowledge, relationships possessed by people in the organization, financial resources.
Your business resources are the tangibles, intangibles and financials necessary to operate your value chain. Your strategic resources are those resources without which the value chain would suffer from performance constraints including loss of quality, timeliness, or cost-effectiveness, resulting in reduced or loss of competitive advantage.
Very few organizations have all the resources they need, to meet all the aspirations and possibilities they can imagine. Hence the value chain and value proposition reality checks are very commonly grounded on what is feasible with the resources available to your organization.
Hence resource constraints validate the decisions / choices you made earlier. For example, it might be nice to target the entire market with an offering, rather than making the choice to target a more discrete segment with a meaningful focussed message, until the financial and marketing resources necessary are realized. Aiming to target a variety of market segments successfully, is likely to be more expensive (and maybe higher risk) than targeting fewer more probable segments. It may be tempting to add those 38 new product features, but the cost of creating them may risk either:
the financial viability of the organization or
over utilization of the team, with reduced quality across all features rather than turning out the fewer with highest potential for customer satisfaction pay-off
Hence, strategy is about choices and trade-offs. These choices are guided by and constrained by resource availability and return on investment of the resources consumed.
Resources can be added via the Related entities tab for any entity, but most particularly on the Value Integrated value delivery canvas.
If the
Resource exists
then you can link to it using the link icon 
.
Otherwise, if the Resource does not exist
tap the add icon (far right). A dialog box will appear.
Record the title, description and team that will
own the Resource management and submit. Once the Resource is created then
you can link to that Resource using the link icon .
Resources can be added from the Strategic choices canvas. If the
Resource exists
then you can link to it using the link icon .
Otherwise, if the Resource does not exist
tap the add icon (far right). A dialog box will appear.
Record the title, description and team that will
own the management of the Resoruce and submit. Once the Resource is created then
you can link to that Resource using the link icon .
From the Resources list view.
The Resource list view, lists all the Resources available to your business,
along with who manages those Resources.
To access the Resource list view open the side menu 
Expand the Resources menu option and click or tap the type of Resource desired.
In the first part of the canvas you can define the vision or role for the Resource. Why does it exist or needs to exist? What criteria indicates its success and the objectives and priority that enable that. Recall, these are strategic resources.
Having defined the role tab of the Resource, created the Resource vision and VRIO aspects. You can now capture the enablers of the competancy, the necessary inputs to enable the Resource.
The default considerations are Skills, People, Technology, Culture, Resources and Other. From a strategy or design perspective you can identify which of these are important enablers of the Relationship. If one of the existing enablers is irrelevant and another not present is, you can rename the irrelevant block. For example if you decide it is not so much a culture enabler but a policy is then you can rename Culture to Policy and record the details in there.
The current state assessment allows you and your team to consider the current state of the Resource as it relates to:
Capability to meet the current delivery needs
Capability to meet anticipated future delivery needs based upon opportunities and threats identified from the opportunity and threat assessments.
The default assessment attributes capture what is being done well, what can be done better. Finally, there is an opportunity to provide a summary which might include identification of differentiation for the capability to meet current modes of operations versus future.
The target situation provides an opportunity to describe what the future looks like when the vision associated with the Resource is fulfilled, with an awareness of opportunities and threats.
Provides the opportunity to identify and manage any risks associated with Resource. This might include loss of significant resources, skills, change in technology or any of the enablers of the Resource. These risks are managed by the team that owns the Resource.
With considerations of the definition, current state, potential future state and risks associated with the Resource, this section defines the management policy to enable the nurturing of the Resource.
The policy is action oriented indicating:
What activities or resource need to be grown i.e start doing, do or acquire more of.
What activities or resource need to be sustained - neither more nor less
What activities or resource can be reduced or eliminated if necessary to provide capacity for the additional activities or resources to be grown.
Related entities allows you to build relationships between resources and any other specific entities. For example, if the resource depends upon a specific supplier or requires other resources to make it valuable or organized you can capture those relationships it in the related entities tab.
