Strategic Plan 2018

Narrative

There are 2 competing funding approaches emerging from OSE work. One is a training model - where revenue from education activity funds development. Two is a production model - where we focus on the raw power of production - capturing value via Extreme Manufacturing. In particular, Extreme Manufacturing Workshops have shown promise as a sustainable revenue model. See Strategic Plan and OSE Model of Change for connections to the greater OSE framework.

In one model, student tuition funds the development program and continued investment in infrastructure. It's a way to scale development, but a more compelling case would be to provide more value by hiring directly on the basis of robust enterprises. Thus, it would be useful if the OSE funding model shifts to robust enterprise development - which allows for immersion training with guarantee of jobs. Thus, we can create more value for and from the same students.

If the goal is to replicate points of light worldwide - the key is having sufficient investment for this. Our case for invenstment may be stronger for a university model IF we are offering training in the replication of verified enterprises based on the Global Village Construction Set. Thus, it appears that the most effective case for heavy investment is to invest in proving out various enterprises into very profitable XM operations. This will allow us to capture clear value from social business investors. These investors may provide either simple loans, or other grants or CSR funding.

If there are guarantees of a job after OSE immersion - then attracting students should be easy. In this way - the students themselves could be the investors. This would have the added attraction to students - a guaranteed position in the OSE ecosystem. A proposed scenario is recruiting 40 students per year, with $25k/year tuition. This is below the $35k average private university - but above he $10k in-state tuition.

40 students per year generate $1M revenue - which is sufficient to cover the creation of a land-based campus as part of the curriculum - in a radically bootstrapped model. Radically bootstrapped means that the model can be highly replicable because of manageable cost structure. Subsciption to the 1 year program is pending provision of clear meaning and value. For this to be feasible - GVCS tools must be available to keep costs low. In the proposed program - agriculture, housing, and manufacturing infrastructures would be built as part of the training program, which means that infrastructure costs would be included in the $1M figure. Curriculum and tools must be well-developed for this to work.