OSE Enterprise Strategy: Difference between revisions
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From the first decade of OSE development, it emerges that the next phase needs to be enterprise development and community building. A revenue model on the scale of a $1-$30M annual budget is required to manage the several aspects of the project. Twelve dozen full time staff, and a head for each country of interest, are required to provide continuity to each area of interest. | |||
A community building strategy requires staff continuity. This is intended to be achieved through core, bootstrapped funding as a means of continuing validation that OSE programs are serving real needs - as opposed to becoming bureaucratic. Cross-subsidization is acceptable, but not ideal. | |||
Building enterprise provides financial feedback loops. | Building enterprise provides financial feedback loops. | ||
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#It takes tremendous dedicated effort to take a proof of concept to market | #It takes tremendous dedicated effort to take a proof of concept to market | ||
#Technically, thriving is possible, and should be achieved at 2 hours of work per day as suggested in the [[Open Source Philosophy]]. | #Technically, thriving is possible, and should be achieved at 2 hours of work per day as suggested in the [[Open Source Philosophy]]. | ||
#Continuity is achievable via full time involvement (jerbs) | |||
=Unplugging= | =Unplugging= | ||
Revision as of 14:53, 27 February 2019
From the first decade of OSE development, it emerges that the next phase needs to be enterprise development and community building. A revenue model on the scale of a $1-$30M annual budget is required to manage the several aspects of the project. Twelve dozen full time staff, and a head for each country of interest, are required to provide continuity to each area of interest.
A community building strategy requires staff continuity. This is intended to be achieved through core, bootstrapped funding as a means of continuing validation that OSE programs are serving real needs - as opposed to becoming bureaucratic. Cross-subsidization is acceptable, but not ideal.
Building enterprise provides financial feedback loops.
Organization Ecology
There are several functions:
- R&D
- Education
- Livelihood creation (enterprise)
Priorities in the first decade of OSE were R&D. Phase 1 proof of concept has been achieved - proof of concept of industrial productivity on a small scale.
Phase 2 is based on learnings of Phase 1:
- It takes tremendous dedicated effort to take a proof of concept to market
- Technically, thriving is possible, and should be achieved at 2 hours of work per day as suggested in the Open Source Philosophy.
- Continuity is achievable via full time involvement (jerbs)
Unplugging
Read The Unplugged
Allocation Suggestions
- 50% of True Fans money funds design challenges