Vivid Vision: Difference between revisions

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[[File:2019_Vivid_Vision_Cameron_Herold.pdf]]
[[File:2019_Vivid_Vision_Cameron_Herold.pdf]]


=Main Points=
=Initial Notes=
==Product, Operations, [[OSPD]]==
Prior to doc above, which have since shifted in terms of communication - [[Vivid Vision Notes]]
*Increase number of students, who serve as apprentices and producers, generating a two fold revenue stream. What revenue is realistic? What is a realistic number of students?
:*Realistic budget for this number of students.
:*realistic Staffing for this number of students.
:*model of Staffing for this number of students.
*Our cost structure for staff is -50% - via revenue share from production workshops.
*Key support staff has been identified and recruited.
*Culture vetting and HR has been perfected
*Remote teachers and curriculum is world class, selected for the specific needs of our program
*I spend 1 hour teaching OSE, rest is amazing SMEs who I would never be able to afford. We have access to the most refined form of capital=knowledge capital, and that is what we sell for a large fee. The key is coordination.
*We have started the world's first conference on Distributive Enterprise, and are gaining a large following of True Believers. People are beginning to share in the vision of Distributive economic power, true collaboration, and open culture. Make wants to buy us out, but no thanks.
*We have revamped our org structure for clear boundaries between personal life, Enterprise, nonprofit, and expansion.
*We have set up on-site Enterprise: materials production, machine production, agricultural production, skills building workshops.
*First regular ongoing retreat has been started
*Major business publications have recog used the economic power of OSPD, as we have demonstrated our first one day sprint for product development, and have succeeded in one day design
*We have achieved 10x10x10 for the first product, and a 2 week execution time for the same.
*We have balanced product development with product freeze, such that 50% of staff time can be allocated to R&D
*Is 30 students the way to go?
*Development collaboration has been struck with a major independent
*Infrastructure is generated for on-demand expansion at $400/new person
*An integrated campus is being formed, where cluster development and Living Building Challenge is addressed.
*A site farmer provides 100% food
* robust off-grid energy plus night storage using 2 ponds of water that double as fish ponds and irrigation.
*Capacity to acquire extra land at 100 acres per year, and to regenerate it on a yearly basis with perennial planting of food, fuel, fiber
 
==OSPD==
* we have achieved a collaboration architecture that allows for at least 100 Factor time compression on development - via remote design sprints
* start class of students, who are movement entrepreneurs in Residence have succeeded and running the design Sprint of superb collaboration architecture with minimum of 12 facilitators, each of whom runs a team of 12
* each movement entrepreneur in Residence chess setup a Dependable team of contributors. Numbering 12.
* each movement entrepreneur-in-residence has set up a successful true fans program based on a serious commitment to a product.
* each development project succeeds with the movement entrepreneur-in-residence and guidance, the solid Board of subject matter experts, ongoing crowdfunding including true fans, and an active Community Development process.
* video, graphics, animation, rendering, CAD, explainer videos have been mastered by each Movement Entrepreneur in Residence
* a basic platform for time-binding, modular development, collaboration for open Hardware has been established and tested


=Culture=
=Culture=

Revision as of 18:38, 23 January 2017

Background on the Vivid Vision

OSE Vivid Vision

edit

Sample Vivid Visions

Cameron Herold

File:2019 Vivid Vision Cameron Herold.pdf

Initial Notes

Prior to doc above, which have since shifted in terms of communication - Vivid Vision Notes

Culture

  • We have succeeded in raising the bar to attendants to Peak Performer integrated humans.
  • We have succeeded in HR and the vetting process for open culture, learning culture, Transcendent culture, and ability to perform and grow as an integrated person.

Brand

  • OSE evolves into a standards-setting organization for certifying OSE compliance,teaching, constant quality improvement

Numbers

  • 24 students, $5k revenue per month - $1.4M budget
  • Replication begins, with 100% growth (doubling) of OSE-branded facilities per year
  • Each facility is capped at the 24 student limit, for a distributed organization.
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