OSE Enterprise Strategy

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:

1. It takes tremendous dedicated effort to take a proof of concept to market
2. Technically, thriving is possible, and should be achieved at 2 hours of work per day as suggested in the Open Source Philosophy.
3. Continuity is achievable via full time involvement (jobs)
4. Bootstrapped work is the greatest proof of concept for relevance of enterprise
5. Distributed approach needs to be kept throughout
6. Physical facilities are the real manifestation of work
7. Physical facilities serve local communities first

Unplugging

Read The Unplugged

The OSE Campus is the route to a high level of autonomy in enterprise operations. It achieves the goals of:

1. Regenerative livelihood
2. Lifelong learning
3. Industrial productivity on a small scale
4. Distributed operation
5. Relocalization
6. Environmental regeneration
7. Personal development opportunity towards self-determination
8. Debt-free lifestyle

Allocation Suggestions

• 50% of True Fans money funds design challenges