Hybrid Structuring Strategy: Difference between revisions
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This is a strategy. According to Wikipedia, ''A strategy is a plan of action designed to achieve a specific goal.'' A strategy is not necessarily ''strategic.'' To assure that our Hybrid Structuring strategy is strategic, we are drafting a first cut in house and sending it for review by business structuring, strategic development, and nonprofit sector experts. | This is a strategy. According to Wikipedia, ''A strategy is a plan of action designed to achieve a specific goal.'' A strategy is not necessarily ''strategic.'' To assure that our Hybrid Structuring strategy is strategic, we are drafting a first cut in house and sending it for review by business structuring, strategic development, and nonprofit sector experts. | ||
==Abstract== | |||
''Hybrid Structuring'' refers to OSE's assumption that a minimum level of organizational structure, process, and execution ability is required to make our organization effective. This is an initial strategy for structuring the OSE social enterprise hybrid organization to achieve: (1), rapid development of GVCS technologies; (2), $80k/month boot-srapping production funding, and (3) access to $1M/year levels of grants via the nonprofit sector. We are sending this brief for review by a board of business structuring, strategic development, and nonprofit sector professionals. | |||
'''''2 Page Brief:''''' Our current development infrastructure consists primarily of Marcin Jakubowski, Ph.D., [[Executive Director]], and Aaron Makaruk, [[Director of Development]] with support of the [[Development Team]] on site at Factor e Farm. The development team currently includes: | '''''2 Page Brief:''''' Our current development infrastructure consists primarily of Marcin Jakubowski, Ph.D., [[Executive Director]], and Aaron Makaruk, [[Director of Development]] with support of the [[Development Team]] on site at Factor e Farm. The development team currently includes: | ||
<html><img src="https://docs.google.com/drawings/pub?id=1fRZyh6oLoLuUh26FZKzwmQ8bZDPWzn56uz-V5W7Fvw0&w=540&h=380"></html> | <html><img src="https://docs.google.com/drawings/pub?id=1fRZyh6oLoLuUh26FZKzwmQ8bZDPWzn56uz-V5W7Fvw0&w=540&h=380"></html> | ||
==Accounting== | |||
''Main Priorities'' | ''Main Priorities'' | ||
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==Legal== | |||
''Main Priorities'' | ''Main Priorities'' | ||
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==Trademark== | |||
''Main Priorities'' | ''Main Priorities'' | ||
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==Strategic Planning== | |||
''Main Priorities'' | ''Main Priorities'' | ||
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==Board of Directors== | |||
''Main Priorities'' | ''Main Priorities'' | ||
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==Pilot & Evaluations== | |||
''Main Priorities'' | ''Main Priorities'' | ||
Revision as of 15:54, 22 October 2012
What is This?
This is a strategy. According to Wikipedia, A strategy is a plan of action designed to achieve a specific goal. A strategy is not necessarily strategic. To assure that our Hybrid Structuring strategy is strategic, we are drafting a first cut in house and sending it for review by business structuring, strategic development, and nonprofit sector experts.
Abstract
Hybrid Structuring refers to OSE's assumption that a minimum level of organizational structure, process, and execution ability is required to make our organization effective. This is an initial strategy for structuring the OSE social enterprise hybrid organization to achieve: (1), rapid development of GVCS technologies; (2), $80k/month boot-srapping production funding, and (3) access to $1M/year levels of grants via the nonprofit sector. We are sending this brief for review by a board of business structuring, strategic development, and nonprofit sector professionals.
2 Page Brief: Our current development infrastructure consists primarily of Marcin Jakubowski, Ph.D., Executive Director, and Aaron Makaruk, Director of Development with support of the Development Team on site at Factor e Farm. The development team currently includes:
Accounting
Main Priorities
- Financial Reports - Phase 1
- Grant Reports - Phase 1
- Financial Controls - Phase 1
- Budgeting - Phase 1
- Independent Audits - Phase 3
Legal
Main Priorities
- 501c3 Status - Phase 2 for IRS response
- For-Profit Entity - Phase 1
- For-Profit & Non-Profit Contractual Relationship - Phase 2
- Insurance - urgent
Trademark
Main Priorities
- OSE Trademarks - Phase 1
- Use of Trademark Policy - Phase 2
- Use of Trademark in Commerce Policy - Phase 2
- Patent Protection Research & Strategy - urgent
Strategic Planning
Main Priorities
- Advisor Review - Phase 1
- Community Review - Phase 1
- Final Draft - Phase 1
- Publication - Phase 1
- Plan Review Scheduling - Phase 2
Hybrid_Structuring_Strategy_Rationale#Strategic Planning|Rationale]]
Board of Directors
Main Priorities
- Recruiting Strategy - Phase 1
- D&O Liability Insurance - as soon as the IRS approves our tax-exempt status
- Board Member Job Description & Board Expectations - Phase 2
- Executive Committee - Phase 2
- Advisory Network - ongoing
Pilot & Evaluations
Main Priorities
- Project Plan - Phase 2
- Pilot Funding - Phase 3
- Recruiting - Phase 3
- Evaluations Strategy - Phase 3
- Pilot - Phase 3
Hybrid Structuring Brief
Hybrid Structuring Strategy Work Breakdown Diagram
Planning Process
- Write 2-page summary of Hybrid Structuring Strategy
- Solicit Review of summary and Hybrid Structuring - Work Breakdown Diagram
- Create granular process steps spreadsheet for each diagram box. Example
- Recruit help on tasks
- Prioritize tasks
- Execute Plan