Critical Path: Difference between revisions
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#Stabilize organization, process, infrastructure, brand by 2014 | #Stabilize organization, process, infrastructure, brand by 2014 | ||
#Rapid development in 2014-15 | #Rapid development in 2014-15, [[GVCS]] completed by 2016 | ||
#Deployment of training program in 2016 (including use of tools for modern economy from local resources at 2 hours per day). First [[OSE Distributive Enterprise Incubator]]. | #Deployment of training program and [[OSE Microfactory]] in 2016 (including use of tools for modern economy from local resources at 2 hours per day). First [[OSE Distributive Enterprise Incubator]] takes in 12 [[OSE Distributive Enterprise Fellows]]. | ||
#First class of Fellows - 2017-2018 | #First class of 12 Fellows - 2017-2018. $1M/year net from program via OSE Microfactory. | ||
# | #2019 - replication of 12 Incubators | ||
#2020-21 - second class of Fellows, 144 Fellows by end of '21 | |||
#2022 - 144 Incubators. | |||
Revision as of 16:00, 3 November 2012
A strategic path leading to stated goals.
The current critical path of OSE is:
- Stabilize organization, process, infrastructure, brand by 2014
- Rapid development in 2014-15, GVCS completed by 2016
- Deployment of training program and OSE Microfactory in 2016 (including use of tools for modern economy from local resources at 2 hours per day). First OSE Distributive Enterprise Incubator takes in 12 OSE Distributive Enterprise Fellows.
- First class of 12 Fellows - 2017-2018. $1M/year net from program via OSE Microfactory.
- 2019 - replication of 12 Incubators
- 2020-21 - second class of Fellows, 144 Fellows by end of '21
- 2022 - 144 Incubators.