Steve

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Session 12

  1. Come up with a script.
  2. List of callouts of benefits from STEAM Camp - what you will learn
  3. Work with him on this.
  4. Steve as production company
  5. If he's not, get
  6. STeve would function as post-production facility
  7. Add all assets, music, sweeten, voiceover - somebody in Studio would do it.
  8. Video would work.
  9. How much raw material does he have?
  10. If he has a Master of the video that I like?
  11. Rather than try to reproduce it - that would take a week. Script + voiceover.
  12. If assets don't arrive
  13. This is what Steve does for a living!
  14. We're greatful, day job - great
  15. Mentor was very impressed -
  16. Avoid discussion of online course; get that out later.
  17. I know you're busy - I think I got an offer -
  18. Danced around a couple of times.
  19. Organization - Leaders, builders, and disruptors - hardest part is absence of Builder. Builders are harder to get into place. Steve is more a leader, then secondary builder. Marcin is Leader and secondary is disruptor. Marcin is not a Builder. Leader - vision and leadership; passion and the raw belief that it can and should happen. And ability to follow, those who choose to. And ability to get us there. Disruptor - looks for barriers to idea before they occur. Catarina is that? True limitations, and self-limiting beliefs. Leader should protect the disruptors. It allows for the ideas to be stronger earlier, to be collaborative. Builders want to believe that it is possible. They won't do it until they are bought in. They don't want to waste their effort, or the fool. Builders are not followers, because they truly create. Yale is a builder. Inherent disruptor I am , with strong leadership capacity. Builder - out of necessity than desire. Affirming leadership - show that something that I want to do is possible. "I need a video - is said to a builder".
  20. 20% leader, 20% disruptor, 60% builder.
  21. Everybody has a job to do - what's important is that they believe.
  22. Recruiting people? Don't know. Tools with which to evaluate them.
  23. Advice: let's not collect partners yet. We may not need an org that has different product. Can't say if that means
  24. Hiring vs partnering - if it's just time, etc. Of course we can hire him. Paying is ok.
  25. Big strategy around executing STEAM Camps - with multiple legs.
  26. Work with him. Forking over is faster - Steve has lots of people to deploy it. If he has December off
  27. I completely see, I got this amazing offer from someone - just great news -
  28. Personally write the scripts - Steve - video already exists.
  29. Editor will give rough cut with scratch video. Sweeting - audio. Final -

Session 11

Catarina's Assessment

  1. Marcin keeps seeing Jesus in every pebble and every toast - but he actually never comes. That is - looking for number 2 or partner, person to share the burdens and joys. But you can't buy that person, that person can only grow through the ranks.
  2. Practical suggestion - get clear on Executive vs Management and Upper Management. Study the actual roles of SPM, Executive, Manager, production manager, event producer, wedding producer, film producer. Event production. Executive Manager. Executive. Manager. An executive is a kind of manager, or executive manager.
  3. Essentially: (1) NOT executive; (2) grow through ranks, (3) don't make the mistake of getting an executive who has no staff - need to grow into that; (4) this is not about #2, it's about an event producer. (5) Person like Steve is unobtanium right now

More:

  1. An executive manager defines the vision and goals of his department, or the entire company or organization. He does this by implementing policies and procedures, and by establishing budgets. Executive managers also oversee personnel decisions, such as hiring and firing, and also compensation.
  2. Headhunters typically refer to Executive Search, not just any talent.
  3. Headhunter, colloquial - Third parties working on behalf of a hiring company are colloquially referred to as "headhunters." [1]. Good for finding a unique or hard-to-find skillset - [2]
  4. Hiring manager - works in HR, sees the hiring process through. But only hiring, not other tasks like onboarding. [3]
  5. HR person - screening, recruiting, training, assisting. So a broad function in a company, of which finding talent is just one part. HRM assures that people are being used effectively.
  6. Recruiter - open source recruiter as author of this article - [4]. Can be Employment agencies - or Executive Search firms. “I’ve never met a headhunter who liked that term,” echoes Laura Handrick, HR Analyst for Fit Small Business. “It’s old school and derogatory. They prefer recruiter, executive recruiter, or recruitment firm.” [5]. “Headhunters are recruiters who don’t mind being called a headhunter,” says Handrick. “Recruiters are headhunters who don’t like that term. In general, the job is the same.”
  7. Sourcer - for any talent level. Similar to recruiter, but sourcer is the hunter who finds the talent first. [6]
  8. Write out detailed roles. STEAM Camps Task Detail.
  9. Senior project manager - average of $150k - [7]
  10. Conference Producer - [8]
  11. Event Producer - Creates event concepts - creative part - [9]
  12. Event Planner - YES! Complexity and Out of Box thinking - [10]
  13. Event Coordinator - not as much Out of Box as Event Planner - [11]
  14. Event Planner vs Producer - Strategic + execution vs boots on ground. [12]
  15. Event planner vs manager - Planner is the big picture before-during-after; manager is 'day of event' - [13]
  16. Conference planner seems to be a mislabel for conference coordinator - [14]
  17. Event Director - [15]

Agenda

1. Strategy for finding the Senior Project Manager - how to manage this with existing time constraints. Valedictorians of H/P/Y vs MVP. Event Producers?

2. Vetting process for senior project manager - critical qualities of candidate and definitive tests for them, to promote retention. Candidate Assessment

3. Moving forward - 1. budget for senior project manager and rest of STEAM Camp Development. $3500 + hiring. 2. Recruiting a Project Manager for the Summer of Extreme Design/Build - a lightweight version of Senior PM job description? 3. Cultural issues of working openly - incentivizing for logging/documenting, which is a frequent issue (Yale is a perfect example). 4. Commitment Management - Adrian and the end of volunteers? 5. Getting very clear on what level of open global collaborative culture - open source culture adoption is required.

$1.4B in media placement. $1.4B in transaction. $1.2B is costs. $150M. Margin is 38% on that.

  1. Steve - Havas Edge - CEO of Havas Edge. CEO of EPN. More focused on CEO of EPN.
  2. Worst mistake - rushing into hire of perceived need. Vaccuum is better than bad person. And bad 3rd party recommendation. Bad typically if family recommendation, etc - but endorsement makes you not vet harder.
  3. Someone who manages a team of tactical people, Event Producers.
  4. Project coordination - more than admin.
  5. For tasks in Senior PM - list the things that need to be done, specifically. Pull out projects, and broek it apart. Take our creating, hiring; just leave the execution. Process application, write copy, issue press releases. I know how to do that vs I manage someone who does that. Chief vs indian.
  6. Internship, in the moment, something that sounds cool.
  7. Ie, is the money ok, can I do it, is it fun, what are perks (works from home), etc. OS is not needed.
  8. Look at project coordinators, production coordinator, event coordinator; not manager - execute only.
  9. $100-150k - for the person. Executive project manager.
  10. Today or tomorrow - inquiries into headhunters. Maybe you can't find things on job sites.
  11. 1728 people. $1000. $60k/month
  12. 12.5% model - $216K. Doesn't include selling kits, or its cost.
  13. Curriculum, instructors - other 50 is site and students and marketing. We do experience, they do students. That is 50/50. If we find students. Then we should just do it ourselves.
  14. Selling kits, registering, tuition - deliver money to them once it runs. Their job is to find instructors, and students. That is 12.5%.
  15. 40-50 hours of research - preparing for second meeting, wiki pages, open source, articles on open source. Find people who do contests. Degrees. Steve WANTED to think about it. Steve was thinking what company could hire me. But they would want to control it.


  • For summer - recurring - need a Number 2. Intern. Getting a degree - intern. Temp summer gig.
  • Steve had 6000 applicants for internships
  • Jill works for Steve. Great at execution, but not strategic. Knows people showed up and is on schedule. She does not have an opinion on quality. Just managing the project.
  • Make it narrower. Large number of responses. Indeed, craigslist, ZIP recruiter.
  • Intern - would not filter, qualify, or offer opinion. Just a tactical person. Works hard, hits the calendar. Unguided missiles.
  • Suggestion - look for both concurrently.
    1. 2 takes 3 or 4 months. Negotiate a deal. Can take as much as 4 months. And in meantime, we hire for assignments, with scope.
  • number 2 needs leadership, not management.
  • Initially one intern soon, and a second, summer intern.
  • Intern - someone who is away from college, on a break.
  • Entry project manager.
  • Pay them by the hour for the admin - soon.
  • Cast a wide net - schools, yes, what schools - such as a management school. Career services - get in touch.
  • Post SPM on traditional sites.
  • Engage a headhunter
  • Cost is most times is % of salary from Year 1 - so 15-30% to headhunter.
  • Headhunter doesn't get paid until you find the person.
  • Headhunter is not paid on variable component - not subject to fee. If person quits in 6 months, 50% back. If quits in 3 months, all back?
  • Con - makes an expensive person more expensive.
  • Steve's HR for recommendations.
  • Advantage is it's location independent - national HR person.
  • Someone from Strategic Executive Search. Ask Chris if he could help or recommend.
  • They select only for skill and experience - qualifie. Culture is not vetted - don't know if it's a good fit.
  • So what I should be doing with Steve - help me figure out what I'm looking for.
  • Steve has 10% attrition rate - not at top, but at bottom.
  • Steve's company has lots of teamwork. Job description is written by manager. Team that will work with them privides feedback. Does group interview with other team members, one candidate. Veto if one person doesn't like candidate. Every team member is invested, as each team member participated. If bad cultural fit, eliminated immediately. First attrition - 14% in first 18 months. Every person thus gets good at interviewing.

10 Session Review

Strong points

  1. Steve has demonstrated unprecedented capacity to grasp open source economics concepts quickly, and has been able to contribute to their development as a thought partner.
  2. This thought partnership has led to substantial breakthroughs. Specifically, in conceptualizing solutions to Big Unanswered Questions on the societal level. And, formalizing action plans to get there. This qualifies as true mentorship. Steve is the second person in the world that I know of capable of pushing forward on an executable set of economic principles for the open source economy. Steve is the first person in the world that I know of who has proposed realistic and executable and bold action items. These include incentives, revenue models, marketing strategy, and general distribution strategy towards traction.
  3. After every meeting, I feel inspired and like we have gained new insight or understanding on complex problems
  4. Steve has demonstrated unprecedented quickness and continuity in developing the distributive economic models - to the point that he has a clear step by step picture of getting there, in order to guide my execution.
  5. Steve has excellent communication and synthesis skills for copy that is described better as visionary philosophy - such as framing a historic transfer of wealth from the few to the many.
  6. It seems that Steve is getting a lot out of our interaction, in that I appear to be contributing to the evolution of his mental models as wells.
  7. Space to express my needs - such as this review - and to ask Steve for his needs from the mentorship relationship
  8. I have been able to attain breakthroughs on collaboration even though I thought I was the grandest supercooperator already, such as beginning to form a team around the STEAM Camps.
  9. One breakthrough has been to formalize a way to involve others in open source product development while getting paid (STEAM Camp model)
  10. The STEAM Camp model of unleashed collaboration has enabled tapping the full spectrum of open source, fablab, maker, DIY interests - and seeking out the subject matter experts (SMEs) that will be critical in delivering future programs
  11. Another breakthrough was the simple recognition that we're ready for full time support staff, and that clear revenue models exist to fund this
  12. Uncapping Marcin's limitations - splendid job.
  13. Steve's commitment level is out of the league: specifically, thinking for 4 weeks after our first conversation. Giving up another nonprofit commitment to spend more time on this.
  14. From Session 1 -definitely helped Marcin focus, and keep accountable. New sessions keep evolving, but I think I'm keeping to continuity and focus on the goals intially laid out.

Play By Play

  1. Session 8: Transition from 1 event at the beginning to running 12-24 at the same time. Clear sign of getting rid of limitations.
  2. Session 7: I did not ever call people out to help based on satisfaction of them helping (re Catarina's condition) - never got to that point in conversations.
  3. Session 5: Steve challenges Marcin on a mindshift that is required to not have all the burden on himself. Completely worked. Since then, I no longer ever say how we are going to do it or feel pressure - I just say we'll find a person to get there. Limit is no longer there if I learn to break down a role into multiple parts. The only challenge left as of Session 10 is how to not compromise on finding the right persons (for the Senior Project Manager), which may take time.
  4. Session 4: "I'm talking to a man who has made a life out of the notion of collaboration, and you're basically telling me that you can't get yourself out of the Camp and collaborate."

Marcin's Needs

  1. Understanding humility as a key characteristic of true leadership
  2. Understanding incentive structures for team continuity vs defection. As we go forward, how do we continuously add value to our collaborators, so it is clear that we provide more value than defection?
  3. To develop a large team of on-demand SMEs for running Camps, doing design work, teaching, research - for running future programs.
  4. Continuing to learn about incentives: for people joining, for retention, for growing interest in our work.
  5. Nailing the curriculum product - finishing it up Nov-Dec.

Marcin's Understanding of Steve's Needs

  1. Steve needs to improve as a mentor and leader, to grow continuously in this capacity
  2. To have Marcin communicate his learning needs so Steve can be in a good position to help
  3. To see this succeed so we put a dent in the universe via a historic transferrance of wealth

Session 10

Summary

How do we do an historic transfer of wealth: 2 questions. 1. Can we recruit the supporters? 2. How do we make it better. Solve the recruiting issue: pay them. Going through discussion of how to hire. Looking for #2 at this time. Humility assessment: stop saying that I'm the only guy who could do it. Next step: hiring as adopting. Not compromising. Few applicants (5 legged dog) is good. The person that raises their hand for that - has a high chance of working out. Hong Kong event pay structure discussion.

Notes

  • How do we move forward
  • Can we create enough people to be a part of it? Can we create a superior outcome. So we get people to believe. Superior to anything in the market.
  • 1. 3 people. Pay them. A flat fee. 80*$12 as 960. Essentially, background work. Give them $1000 for this. Or even $500.
  • Connectivity, attention to detail in the Proposal.
  • 2. Or their bid - for interviewing me - 2-3 month project as an independent contractor. Deliverable product. Hire them at the 2-3 month mark. They will scope it. They tell us what they need. Then haggle a payment. Something up front, then rest upon acceptance. Min and max range for the second payment. Advantage: it's done professionally.
  • 3. Simple interview - see if they can interview them.
  • 1 and 2 - THEY pull the information from us, we don't spoon feed them. What they can't get, they pry from me.
  • Process must GIVE ME TIME BACK IMMEDIATELY
  • For 1, we'll be clear on our expectations. IF product meets, it's $10k. If exceeds, $12k. It's our concern that we get value.
  • 2 - if plan is great, but don't like the person - plan value tied to person. Can't be.
  • 1 is minimum process, and tests their initiative.
  • Change the world opportunity, but they have to believe it. Walk them through orientation to the wiki. Brief them on expectations from product. Basically - all info you need is on the wiki. Steps you take and process you
  • At earliest state - need ideology
  • Line between hummility and confidence
  • Humility - belief that you can't do it alone. Cornerstone belief system is that effort of many is superior for everybody.
  • Hiring - is about adopting. Articulate a job that only a couple people are looking for.
  • Takes longer - but no compromise.
  • Need to have vs nice to have. Have I limited this too much?
  • State Laws - independent contractor.
  • Independent contractor - scope announcement to that?
  • Labor lawyer - talk to renee
  • 50/50 about 1500 per seat. 12 days instead of 9, $2k instead of 1500, I travel + hotel, then spit all 50/50.
  • Normally it's tuition - materials extra for second.
  • 12.5% off top. Custom curriculum + show up. Materials for build is separate line item.
  • Key determinants:
    • Do they work openly?
    • Do they learn effectively?
    • Are they open-minded, and willing to learn open source toolchains?
    • Do they log and document?
    • Are they collaborative?
    • Are they resourceful?
    • Are they independent, or do I need to spoon feed them?
    • Do they have high self-esteem and confidence?
    • Are they humble?
    • Do they take direction well?
    • Can they give direction?
    • Can they teach me things?
    • Are they inspiring to work with?
    • Do they grasp the open source economy?
    • Do they get many things done better than I could?
    • Do they have a good work ethic?
    • Can they manage complexity?
    • Are they relational?
    • Can they notice certain documentation needs - such as basic collaboration How To videos - to on-board people faster?

Session 9: Fri Oct 11, 2019

Summary

Shifting to Senior Project Manager search. Model: OSE is an umbrella for STEAM Camps, Challenges, and Products/sales (OSES). OSE Umbrella is hard core mission of open source: socially conscious board of trustees. STEAM Camps are a business on their own. Frustrations and needs: basis of proposal for hiring.

Agenda

  1. Steve
  2. Understanding incentives for motivating STEAM Camp developer participation - for the long haul of Camps + Incentive Challenges + Open Source Everything Store Meetups. Have good candidates so far: Belgium, Canada, Germany, HK; USA, Nigeria, Switzerland.
  3. Organizational support - hiring a production manager. Hiring R&D.
  • Base salary + percentage.
  • Missing it is reaching out to me personally: work I've done, why I'm relevant, etc.
  • -> Send Steve some more info on 3 Superstars.
  • Enlisting as thought leaders rather than part of an execution
  • Pellet grill - scarcity. Traeger Grill. [16]
  • What assumptions am I making that is not true. That proprietary is the way to get more wealth. Shift: open source creates more value.
  • Wealth also allows us to be more safe - needs to be policed heavily
  • There will always be people who do not want to work. Those who want to work, can.
  • How much better and safer and wealthier from life experience standpoint
  • Uber is a bad good example of distribution of wealth
  • Executional up- people who can do the work - people who are builder. Leaders (20%), builders (60%), disruptors (20%) - always challenging. Leaders protect the disruptors.
  • B - What got you here won't get you there. Notion of adding too much value.
  • I need a heavy manager, budget, stretch resources, understands cooperation and cross training.
  • Prioritize on needs, not their skills. So rather than getting enamored with skills of overall direction - focus more on immediate needs. Person that I need needs to be the immediate.
  • High marks - on evangelism - for me?
  • What I'm good at is the critical part - understanding the challenges. I'm not the evangelist.
  • Proposal: permanennt, temp, contract...
  • Get clear on the end game. Open source is good, but now just do the execution.
  • Skills like copywriting, process, design
  • Process, funding, and 4 things are coming out of STEAM Camp
  • People to support me to get there
  • STEAM Camps, Incentive, Sales
  • 1 - manager, operations for steam camp
  • 2 - Incentive - is the Creative; R&D
  • 3 -
  • 4 - OSE - the evangelists for os change, moral compass. Giant socially conscious trustees. Holding the misssion and vision in trust.
  • Letters for outreach are critical; budget is critical
  • Last form letter - only thing was cash, undisclosed. This was like it.
  • What could I say right now that could make you want to do this full time?
  • Senior project manager. Builds the calendar. General Contractor. Not - because they don't need to have the tech experience.
  • HR plays a role - but hiring manager.
  • Needs to be very good at building relationships. It's a talent that is built. Empathic, thoughtful, engaged.

Session 8: Fri Sep 13, 2019

Summary

Troubleshooting - outreach to top stars was not effective, it must be more personal. Vision as a byproduct of inspiration from them for the top candidates. Partnership. Looking for investors for STEAM Camp. OSE secures instructors, not participants. Investment discussion gets down to the point: gigantic transferance of wealth from the few to the many. Or. a historic transfer of wealth from the few to the many. Not just lifetime design, eliminate planned obsolescence, eco. 20-40% goes to workers today. 80% to people actually doing the work. STEAM Camps. OSE does 50% for the instructors. We develop the program. Incentive for Instructors - 12.5% feels good because of positive student experience. We add value: feedback loops, improvement, growth. Or added profit to Instructors if they open up an open source everything store. Loan for development is ok. The $250k could be anyone.

Agenda

  1. Steve update
    1. any work on Enterprise Infrastructure to support STEAM Camps and Incentive Challenge?
    2. Creative Brief
  2. STEAM Camp Update
  3. Vetting process for candidates. Strategy for recruiting candidates and developing curriculum
    1. Opportunity: school framchise in Oregon, how to incentivize collaboration for them to produce an Instructor
  4. Moving on -contacting HeroX, Crowd Supply, other potential collaborators. Fundraising so we hire the STEAM Camp dev talent outright and pivot?

Notes:

  • Invite letter was really impersonal
  • Letter was technical and well written, but nothing that was personal to them
  • Is OS hardware possible -> STEAM Camps, Franchise, Summer of Extreme Design Build, Incentive Challenge.
  • Instructors - hardware and 3D printing and etc.
  • Brilliance of STEAM Camps - passive income, and seeding all stuff of future.
  • Just create a box for steam camps.
  • Steve loves that in our model - we benefit them like they are making most of the revenue. Massive transfer of wealth to the many. Is Steve's favorite. People get their life back. Historic transfer of wealth from the few to the many.
  • Features - delete planned obsolescence. Love it. Lifetime design.
  • Black and Decker - for 5 in revenue, 1 goes to employee.
  • OSE - for 5 dollars of revenue - to 4 dollars
  • 50/50 share yes for camps.
  • Steam camps - instructors want to do them because not of money - but because they see the amazement to students. It will be hard to replicate.
  • Primany measure of success of success for instructors - is how excited students are. They will have no problem justifying the 12.5% of GROSS.
  • Fast and Good
  • How much, and time. Steve looks for money.
  • Personal invite, connects their prior work to it.
  • Prioritize more on what they do.
  • I don't want to give up because
  • Video - 2.5 minutes or less...for the instructors

Session 7: Aug 15, 2019

Summary: Catarina health issues. Remarkable opportunity: letting go to fuel collaborative design. Quote from TED talk: "and then I had to do it MYSELF." I shouldn't be proud of that. To solve it: pentuple the event! Transcend and include. Then moves into explanation of the Curriculum and revenue model, Steve loves it. Discussion of the roles in the franchise model. Discussion of collaborative builds, like linking 12 drones together. Curriculum design rationale: don't give the people the opportunity to assume it's not possible. If you make the impossible possible - you give people no other choice. Missed opportunity: did not ever call people out to help based on satisfaction of them helping.

Agenda

  1. Challenge Island Update
  2. Incentive Challenge Brief - creative version done, need to do the more technical version
  3. STEAM Camp Business Model - budget so far, organizational operations missing
  4. STEAM Camp Curriculum

Other topics:

  1. STEAM Camp first 4 days is also turned into an online course. Online course has option to buy kits, while the real life version has a structured format and a fast track to the same program. See STEAM Camp Online.
  2. Visioning the Corporate Form of the Incentive Challenge enterprise. What org infrastructure is required to sustain and grow this?

Next:

  1. Curriculum complete - 9 days. If roadblock, send to Steve. Don't give people the freedom to assume that it's not possible. If they belive it's possible, they have no other choice. Make the impossible possible - and people will think that way. It is no longer impossible.
  2. Feedback from the 5 people who will co-create
  3. Get feedback on level of interest -
  4. On 50% - do not negotiate. We need the level of interest.

For collaboratotors - Components - get the collaborators - here's what I am doing - her is why and how much you get paid - and then if they have a spark. Then we invite them to participate in how we actually do it - and how they can help as my wife is suffering. Convert this to them having a satisfaction of them helping - that is difference between partner and employee.

  1. Operations feedback.
  2. Challenge Island
  3. Review brief

Notes

  1. get into conversations that can help shape the vision - maybe nuanced difference, and it may be better, or bigger
  2. Get people who want to be a part of the vision, rather than those who we hire. Partner not employee.
  3. We want to find PARTNERS - truly freeing up the
  4. Those are my words, but not my actions so far
  5. S says that from TED Talk to now - expected notion of os to be further by now. What held me back was to be truly been collaborative with partners.
  6. A few partners will give me a lot of fuel - 1, not hypothetical but real power of collab, 2, hit new milestones that I wouldn't have to now, and 3, and advocate from personal belief, not a theory
  7. I was proud of saying, 'and I had to do it myself' - I shouldn't be proud of that
  8. God giving wife this moment is a challenge to see if I can do it - to get help
  9. And explain why I need them, and koz of my wife
  10. There is a line in The Martian - i was left on mars, and I had to solve the next urgent problem.
  11. We were spending so much time on the big plan, we need collab to get there
  12. Collaborate with people who can move the needle
  13. I have yet to understand how this transforms from a virtual to a physical community
  14. https://www.youtube.com/watch?v=hqJTvcv6y6A
  15. https://wiki.opensourceecology.org/wiki/Open_Source_Everything_Store
  16. 12.5% - curriculum, kits we provide, templated advertising, process pieces. Register on our site, we handle the money. They do everything.

Session 6 - Jul 23, 2019

Summary

Post-mortem of STEAM Camp - everyone takes a product home, so we keep engagement. Lifetime Warranty as a value and education proposition. Intro to Judging Criteria: community votes, I only have a veto. Steve endorses the Belize Build, but need to give up the book for now - until we have a profitable business - which proves our case. Need to show that business works, and we can tap it for leaders. We thought the book was relevant for PR from Book. No, STEAM Camps will unlock PR. Shifting to STEAM Camp revenue model, and Creative Brief. Good experience on Camp: make it simpler, have fun, less stress, finish build. Started on Curriculum and Revenue model for STEAM Camps.

Agenda

  1. Updates: Challenge Island, STEAM Camp, Promo Video, Documentary
  2. Roadmap/Critical Path detailing starting with Judging Criteria - OSE Incentive Challenge Critical Path
  3. Time Budget - from S_Mentor_Assessment#Time_budget
  4. Clarity on Next Steps and Milestones for next meeting

Next steps:

  1. Brief for Incentive Challenge; examine how HeroX does it
  2. Check.pngQuestions for Challenge Island phonecall
  3. STEAM Camp business model
  4. Curriculum Detail. 4+5 days. What does it look like. Quickly get this to STEAM instructors. It's for Instructors, we cultivate them as entrepreneurs. While developing Tech That Matters.
  • think about Challenge Island questions
  • People take a product home. Such as D3D Simple.
  • Price control of workshop model - smaller projects allow for much tighter cost prediction
  • Issue - part of the brilliance of collaborative design is freedom to make mistakes and then come back. but, my writeup cautions that we don't want to be rigid. So how to make it free flowing, and make colossal mistakes? We just judge the collaborativeness and free flow.
  • Develop the creative brief first. Judging criteria later. Product needs to be costing below this, or torque no less than this... You may end up with forks because they are prioritizing one element over another. Hit minimum decisions, but do something that has
  • We may select for 6-10 cordless drills. So we have different versions and price points. But everyone will be best in something.
  • Brief should prioritize certain technical specifications.
  • The Brief is ... When a new client comes on board. Chlorox bleach example in mid 2000s. They were 84% of market at the time. But market was shrinking, ie bleach was bad. What do we need to say, what do we know, what 3rd party verification do we have. They found that bleach is the first antidote for water. Prominent in hospitals... etc. So learnings became a campaign - the Truth about bleach. It wasn't about Chlorox.
  • You can improve drill. So it's dynamically getting better.
  • People will want to buy the better drill. New drill, or mod. Can keep it for 50 years.
  • Spend money on improvements, not necessity.
  • OSE Lifetime Design Warranty. Typically you have to purchase a warranty. Not with ours. Creative warranty that describes what lifetime design is. We turn it into education. It allows us to talk about benefits. People buy not features, but benefits. Ex. Feature is lifetime design. Benefit is that drill lasts for a life. Everyone perceives a warranty as a benefit.
  • Collaborative, transparent, inclusive. Then we get 6 best drills at something. THen we have 6 SKUs.
  • Once we have brief - we'll incentivize the right thing - getting past scarcity mindset.
  • We create a contest where everyone is a winner. Set it up so that everyone who participates has a chance to gain.
  • Study design - of HeroX for their Briefs.
  • Latest and greatest - not greatest. See improvements, latest things.
  • I should be judging only behavior not consistent with rules, or where teams drift outside of Brief. Brief is equivalent to design specification - end state rather than path to get there. Rules of engagement - transparent, collaborative, inclusive.
  • By first week or two - everyone should know the rules of collaboration. People will want to stick together.
  • Steve spoke about power of high performing teams. Steve has average tenure of 11.5 yrs of tenure for executive team. Everyone believes that what we accomplished we couldn't accomplish on our own.
  • In IC, we see that people want to stick together. Sleepnumber is good like that. https://www.sleepnumber.com/
  • Challenges: enough people participating, and us managing them, and helping them manage themselves.
  • Book is AFTER incentive challenge. We succeeded in challenge despite culture.
  • We will unlock publicity with more STEAM Camps and curriculum and kit sales.
  • How do you guarantee the Instructor? If I trust the numbers, then we do $2k, OR 50% of net revenue. They have only upside, not downside. Make the YES high - 9 of 10 instructors. $5k OR 50% of net.
  • If they are bigger, charge more than $1k. Say $1200.
  • So -1 make it simpler, 2 take product home, 3 less stress.
  • Materials buying - registration - emails - OSE does it. Venue is their responsibility. Day camp.
  • This week up to Wed next week is good; week of 5th and 12th is good. Week of 26th away. Steve cut out of the other board, so has 25 hours liberated.

Session 5 - Jun 27, 2019

Summary: Ins and outs of a STEAM camp. Shift my mindset - from being overwhelmed. Not collaborative design if I can't get myself out of the picture. This is a mind game.

  • Testimonial release form - shoot video and interviews
  • Professionals matter on video side
  • Stills of everything we are capturing in video. Capture stills of all we take video of
  • When we ask a question - always have them repeat the question. "My favorite part of workshop was
  • B-roll - talking about something - and then showing real action
  • At end of each day - fill out a questionnaire - not just check a box - but have 4 or 5 questions that people did.
  • Primary consideration is identifying the things they loved
  • What they loved is why franchisees would get involved
  • Things they discovered about themselves
  • Less about improvement feedback than marketing
  • Realtime feedback on the experience. Not just overall - but specifics. Overall is nice - specifics are great.
  • Written feedback on - "Today what I learned about myself was... what I struggled with was... greatest achievement of today was...victory/challenge/etc. I learned that I have a gift for... Biggest challenge I overcame... I learned that I could collaborate...
  • Content and connective tissues. From the standpoint of consumer of product.
  • Down franchise path - this is why I would be doing it.
  • Challenge Island - pay attention to the Why, not the what. https://franchise.challenge-island.com/. Collaborative/flexible/tribe/team/leveraging passion. Always someone available. They focus almost nothing on what. Tons of endorsements and accolades. Accolades, 3rd party endorsement.
  • For our video - we don't know who is talking - marcin and william
  • Some of the magic is organic yield. But that needs lots of feeding.
  • Will william be overwhelmed after, or will he be able to run it.
  • Every franchise is complicated. Materials, etc.
  • Trying to ask the questions for Challenge Island - if I have the time to ask them. #1 STEAM franchise in the world - Challenge Island
  • Gather this type of imagery
  • For our 9 day STEAM camp - 9 day camps in an urban center. Urban center doesn't have all the costs of accommodating people.
  • Think about what I am spending the money on.
  • 9 days - 5 grand. Minimum number of people to get to a camp.
  • Could anyone run a next camp?
  • Market to the entrepreneur, not young people.
  • Purpose of camps - content for marketing this. Simply to prove that someone could run this.
  • Pacific Ridge School - 3D digital design and printing; robotics class.
  • Enroll students with OSE. OSE Certificate of Completion -
  • Ingredients in a recipe. Sometimes order is critical. Strip the order, allow freedom to choose. Space for creative license.
  • Anyone who goes through 9 day camps gets a leg up in Incentive Challenge
  • Align things together.
  • Simply - get names, and get some money for the names.
  • Instead of linear - do a concurrent thing. Basics of Challenge Design. Lot more decisioning around the structure of contest.
  • Budget.
  • Give Steve an agenda for next time and organize next call. And give feedback on feedback.

Session 4: June 12, 2019

Summary: STEAM camps as early test of mass collaboration. Setting or not setting a deadline for contest. Or that winner is the first one that meets the criteria. Want to incentivize urgency. Design of the urgency in the IC. How do we shift the economic behavior of humankind. It's the Incentive. STEAM Camps + Summer of Design Build + Challenge: how to fit all in schedule. How to hire someone to help on the Summer. "I'm talking to a man who has made a life out of the notion of collaboration, and you're basically telling me that you can't get yourself out of the Camp and collaborate". Transition to "General contractor, so you can do big vision." $3500 for Summer of Extreme Design Build. The more you got the more you get. The 5 legged dog: breakdown of problem.

  • Ad for business development partners - how to phrase it. We develop the business. You own your operation in exchange for a r developing it with us. We offer ~4000 development hours. You offer taking it to the finish line. See CEB Press Development Hours.
  • Performance Marketing - TV, radio, direct mail; online social digital. POint of differentiation - turn all of those places into distribution channels. Lifelock - example at lifelock.com. Pay for Performance marketing. https://en.wikipedia.org/wiki/Performance-based_advertising . Performance Marketing - is different- it's advertising outcomes. Cost of acquisition, business results. What is the client's measure of success? Is it brand or business results?
  • Customer value is X. This is how much it costs to service and market that relationship.
  • For the incentive challenge - 1. collaborator, 2. retail and distribution partners value; 3. value to OSE. If 1 or 2 are right, 3 is easy.
  • In the village - STEAM Camps teach people how to do to the thing in real life. Virtual business collaboratory is much easier than the village.
  • 3 month Summer of Extreme Design Build. Artificial onerousness of urgency. We pick a winner or loser. As soon as we pick a finish date - we evaluate. If we don't set a finish date - option is to set a date or not.
  • Urgency comes from seeing where you are at.
  • Finish line is a threshhold.
  • "I'm nowhere near the best, I quit"
  • We need to prove out the hypothesis of collaboration.
  • We have to make sure that the incentives reward desirable behavior, and penalize for undesirable behavior.
  • STEAM Camps - are they franchisable? Absolutely. I give you a rranchise in exchange for 12.5% of the revenue. We give everything outside of customers, teachers, and facilities. We get 24 people running camps. Passive income.
  • Summer of Extreme Design Build -be general contractor and find people really good at the trades
  • 3500 for the summer camp. Leverage high quality staff to bring in more people. Number is a function of the quality of the instructors.
  • Civilization Construction Program
  • Linkage of STEAM Camp - proof of concept for franchise model; 3 Month Summer of Extreme Design Build; And Incentive Challenge. STEAM camp fuels groundsweel of the Incentive Challenge.
  • entrepreneurial in the sense of the community that someone already has.
  • "I have a kit that shows you how to make $20k in a week" is compelling
  • Take advantage of STEAM Camp as an opportunity to kit it. Then go B2B to people who supplement their income.
  • Maybe we even have a signup website.
  • Then my role turns to B2B - selling to part time entrepreneurs.
  • Designers AND Builders have a practicality that doesn't exist in many places.
  • Summer Extreme Design Build - design contest - big thing - starts at end of summer. By summer - do as many franchise camps as possible.
  • End 50-100 franchises - August to April - 50-100 camps that are running. To pull it off, we need to have it kitted.
  • What skill set do instructors need? Grad students.
  • Big deal is how much $ they will make.
  • Marketing of camp - pictures etc - marketing part, etc.

Session 3: May 10, 2019

Summary

Discussion around STEM Camp and its marketing. HeroX platform and the first ever collaborative challenge. Sustainability is there. Collaborative open source design. Freedom. Designers collaborate. Then take that from virtual to real space: would be a beautiful world.

Discussion

  1. Marketing Open Source Microfactory STEM Camp
  2. Can we learn any new insights from OSE Vision? Specifically, regarding clarity of open source tools - that some will think that Fusion 360 is 'open' when you don't even own your own design.
  3. Based on OSE Vision - can someone interpret that patents allow abundance as they provide ample revenue?
  4. Discuss specific potential advantages that open collaborative product development can have over proprietary development - and if so - why is nobody doing it? It must mean that we identify specific objections to structure the challenge better What are the critical requirements for distributed coordination? Nature of scarcity here. Just $2m. That's it. FOr us, not only prize, but money.
  5. Basic timeline - OSE Incentive Challenge Critical Path
  6. Evaluation of HeroX. It costs 10% for $100k and 5% thereafter of reward. $250k would mean $17.5k platform fee. See $2M example of VTOL aircraft - [17]
  7. Get honest about what I can do and where I need support - my strengths and weaknesses

Notes

  • Where is the value exchange? ROI on To What End.
  • What about a business?
  • Build a printer; self-sufficient
  • Design and build prototypes
  • Open a home-based business
  • Ever had a great idea and not know what to do with?
  • Ever wish you ca....well you are 9 days away from that.
  • Turn your ideas into prototype, so you can turn your ideas into a business.
  • Steve introduced the idea to Tim Brown of IDEO. Pack-it. https://packit.com/
  • Everything from idea to execution was for her - someone else had to do it.
  • Nobody bites STEM Camp?
  • STEM camp - on Google Ad Words.
  • Places that people go
  • Retargeting - once your IP address hits the test -
  • Where do people that look for STEM camps look?

Next Steps

  1. Copy -
  2. FB marketing -
  3. Plays into the OSE Incentive challenge
  4. Send Steve the ideas for former business idea.

More

  1. Newsletter, FB spot, etc. - what are limitations of each?
  2. Definitely STEAM not STEM
  3. Force multipliers - invest time to set up relationships with Universities. Offer credit to students. They will get credit. How to go about a campaign of offering credit to students? Start asking.

Amazon

Session 2: April 29, 2019

Summary

Marcin converts ideas to process immediately. Incentives - creating an environment for collaborative results vs solo warrior. $250k prize. $1k/day revenue goals for producers.

Agenda

Agenda:

  • Feedback process
  • Collaborative Design for a transparent and inclusive economy of thriving?
  • Abundance - it captures self-sustaining, lack of sacrifice, erases notion of scarcity.
  • Abundance - i have more than i need. Currently more than I need. Thriving - is 'at present - reflection of a moment. This is more than thriving - thriving - others may not be thriving.

Conversation

  • Renee - You can learn a lot from Marcin.
  • Learned how quickly we can learn from ideas - and taking that as a process.
  • Seed to fuel a process
  • Don't make success a destination, but a journey
  • Success is not a destination - but a way of evolving the organization successfully.
  • Allows collaborators to be successful as we go on the journey.
  • Taking ideas and take them into a process
  • Steve has COO and CFO to run ideas through. Must convince them. Gives each of them a veto. Allowed them to veto it.
  • Forced Steve to listen to their feedback.
  • Concerns are addressed as we go
  • Almost never gets a veto
  • Steve built in processes to not ignore little voices
  • It would be helpful to have someone as a veto person.
  • Likes the Unjob.
  • We need to have a way for supporting people to do risky things. Otherwise it's a job.
  • Ex - what if in a cordless drill, someone wants to integrate a screwdriver.
  • Shut them down?
  • Collaborative rather than sole here
  • Steve Jobs was successful was not about process, but his vision - uncompromising on vision to get believers
  • Jobs was uncompromising on certain things. On what he believed was possible.
  • Network of independent contractors. Someone has to challenge the group.
  • Process has the capacity to upend, 'dirupt' industries that have never been disrupted.
  • Someone in the org needs to drive the stretching of muscles. I have to have the ability to do and strech - so they won't leave.
  • That means that I would have good HR - chief cultural officer - director of people and culture. Someone who gives me space to push them, supporting the collaborators.
  • Jobs' - Jay Landrum HR guy - he picked up the pieces. Jay would come after and give people what they needed emotionally and structurally. He would be the 'shoulder to cry on'.
  • Starts with an honest assessment of what I'm good at - and things that I struggle with.
  • Steve has seen so many visionaries - hire people that are unlike me.
  • Can't get away from grunt work - just not in my organization.
  • Model can't be dependent on XM-motivated people.
  • Making things better is infectious.
  • Make sure to build an incentive - something that's never been done. Revenue generating to people in design process. And open to anyone else. And that becomes self-perpetuating. To other aspect.
  • If we are building an engine to deliver against a vision - based on collab and open source + transparent - we're going to be yielding things that solve problems on a global scale. People are feeling like world-beaters. Because of collective power of collab, not individuals.
  • How do we create an environment that creates this? Some will take up XM - others will lean harder into the design side. How do we structure into org, such that both are values.
  • From organization perspective, as opposed to Garden of Eden - if we look at the promise - we need to make decisions around people who are meeting promises and not. Need Keen Eye on protecting the culture. Leads to abundance.
  • Promise - by and to the organizatino, not budget, quota, performance goals. Just a promise.
  • Ex. It's not for me, but I still respect it. Ex. My boss is an asshole, but I work here.
  • Want people based on vision, not an a job.
  • One implied promise is financial freedom. So for example an open source design - level of independence is total.
  • Cordless drill Uber.
  • Highlight a vision of what I think is possible. Aspirational. And hold it against vision.
  • Too easy to get lost in how to and forget why to.
  • Real community is possible only in the way the virtual is possible. Make the virtual as the end game - and natural community will follow.
  • Utopia must work without physical community. Don't compromise on the virtual community.
  • $250k prize. Development.
  • Plus cash for setting up on
  • As an educator - prove the production model - take 3D printer to Amazon?
  • Open source store at Amazon - to deliver kits to future cordless drill makers.
  • I can control the demand. By producing on Amazon.
  • MOQ for Amazon? Distributed mfg
  • Perfect the printer. July 1.
  • Update the wiki.

Session 1: April 1, 2019 Ar

Summary

Collaboration doesn't exist. Yunus is proprietary. We are not free unless we are all free. Emily + Character Standa and Promise. Vivid Vision. Starting to discuss Vision. Discussed MIG Casting - Steve gets it. The Incentive Challenge will be so difficult that it's impossible without collaboration. Incentive structure: the better we all are the more we all make. Designer and producer is the SAME PERSON. Critical distinction.

Notes

  • Solution to pain point - control the org
  • Come up with a vision to control the org.
  • Something to hold decisions against.
  • Control the culture.
  • Founders leave when they lose control of culture.
  • Active participants vs bureacracy.
  • Vision to take me from
  • Most people won't spend the 4 weeks to study the org. That's why the bureacracy comes in.
  • Vision is the solution
  • If not we default to talent, not the people we need with culture.

Pre-Meeting 2

Summary: Blasting O'Reilly and Stewart Brand, and Fab Lab. Cultural barrier of proprietary. Steve: OS software was founded on open source culture; not so for hardware. And: that it's difficult to make a business model on top of open hardware. How do we solve for clear revenue model, to compete with greed economics.

Introducing the Incentive Challenge for $100k. Cordless drill. But also a distributive enterprise. Steve loves the idea of incentive challenge - and delves into the business model potential. Designers get 2-3% of adjusted gross sales. In incentive - we collectively develop distribution, in collaboration with our Incentive Challenge designers. In our model - the designer gets >50%. So for Steve the key is the model. Open Business Infrastructure - that's the real value proposition of the incentive challenge - breakthrough idea from Steve. We activate global community - for local production. Get funders for the Incentive challenge.

Three challenges of IC and DMS: competition that shits its pants and tried to take us out. 2. Distribution parnters - will they have objections. 3. Marketing of idea, not product. Public support - awareness. And therefore the quality of the resulting product?. We can prove it by 2 things: more efficient manufacturing, use of local resources.

Bigger-better-faster. Steve: superior product, based on what people have issues with.

Pre-Meeting 1

Summary: a simple value proposition - transparecy, options. DIY and ready-produced options. Building a value proposition based on transparency. It's just plain higher value: and you know about the cost accounting. You have options. Also: explaining a microfactory, OSE Campus. Steve asks: are you not getting collaboration now? Marcin: Essentially, no. Steve identifies Greed. Amazon would be a crazy mofo in 1991 to fund Linux: the recognition of its efficiency was not there. Ex. John Deere. Not higher vision, but Kodak Moment that makes them join open source.

Session should be published - critical discussions there.

How do we incentivize developers? Lower cost - unique value proposition. Incentive Challenge - came up at the end.

Contest

  1. Challenge design?
  2. Manufacturing? Packaging - how do we establish a distributed production capacity? Infrastructure? QA? How do we start the skeleton of design around fully distributed production.
  3. Distribution - is there a packaging? How will we do this? How do we approach
  4. I will identify needs of support?

Start at the End

  • If it is successful, what does it look like.
  • My mind takes off in many tangents.
  • Create a true north for me.
  • Scare the hell out of me? Llowes + Home Depot.
  • Theoretical is good
  • How do we deliver at scale?
  • 3D printers - we distribute them as well.

Design

  • Design the contest
  • One or several designs?
  • How many people participate.

Weak Links

  • What are likely places where it can break?

Asha

  • Asha - Oceans for All For Ever. Oceanswell.

Questions

  • Metal parts?

More

  • Critique of OSE writing - tather than alternative of today, communicate it as aspirational for what we want independently of what it is today.

Vision

  • No scarcity, no judgment - just vision
  • Written Feedback around vision.
  • What matters to me

Intro

A vision is a powerful framework to take the operations of an organization of any size into the arena of possibility. Yet, while most organizations use the term “vision” liberally, few have articulated a vision in such a way that it serves that purpose.

Limited Vision

The term "mission statement" is often used interchangeably with the word “vision” in business and political arenas but, by and large, mission statements are expressions of competition and scarcity. A mission statement characteristically draws a picture of the company’s future, including its position in the marketplace, and designates the steps to fill out the design. That design is more often than not some version of the aspiration to be Number One; by definition an exclusive—and excluding—objective. This kind of statement may motivate people competitively, and may be comfortable to share internally, but it does not provide a guideline for all aspects of the company or organization, nor does it inform people as to its meaning and direction. There is no long line.

Example: “We are to be the preeminent supplier of the most innovative technology in office design in the world.” (Between the lines, a little voice from inside the company walls is crying, “What's in all that for me?”) (Another asks, “Why?” “What for?”)

Proper Vision

A vision has the impelling force of a long line of music. Mozart’s passionate duet from tv lifted the prisoners’ spirits high over prison walls in one of my favorite films - The Shawshank Redemption. Morgan Freeman's character in sharing about a powerful moment in the movie said "I have no idea to this day what those two Italian ladies were singing about. Truth is I don’t want to know. Some things are best left unsaid. I like to think they were singing about something so beautiful it can’t be expressed in words, and makes your heart ache because of it. I tell you those voices soared higher and farther than anybody in a gray place dares to dream. It was like some beautiful bird flapped into our drab little cage and made those walls dissolve away. And for the briefest of moments, every last man at Shawshank felt free."

In this way, a vision releases us from the weight and confusion of local problems and concerns, and allows us to see the long clear line. A vision becomes a framework for possibility when it meets certain criteria that distinguish it from the objectives of limited thinking or measurable accomplishments, and becomes limitless. Here are the criteria that enable a vision to stand in the universe of possibility:

  1. A vision articulates a possibility.
  2. A vision fulfills a desire fundamental to humankind, a desire with which any human being can resonate. It is an idea to which no one could logically respond, “What's in it for me?”
  3. A vision makes no reference to morality or ethics, it is not about a right way ofdoing things. It cannot imply that anyone is wrong.
  4. A vision is stated as a picture for all time, using no numbers, measures, or comparatives. It contains no specifics of time, place, audience, or product.
  5. A vision is free-standing—it points neither to a rosier future, nor to a past in need of improvement. It gives over its bounty now. If the vision is “peace on earth,” peace comes with its utterance. When “the possibility of ideas making a difference” is spoken, at that moment ideas do make a difference.
  6. A vision is a long line of possibility radiating outward. It invites infinite expression, development, and proliferation within its definitional framework.
  7. Speaking a vision transforms the speaker. For that moment the “real world” becomes a universe of possibility and the barriers to the realization of the vision disappear.

Inside of the framework of a vision, goals and objectives spring from an outlook of abundance. A goal—even the goal “to be Number One in office design in the world”—is invented as a game to play. Games call forth a different energy than the grim pursuit of goals with the nagging shadow of failure lurking nearby. They draw out the creativity and vitality of the players, without denying that the level at which they play may have something to do with whether the team qualifies for the next round. Under a vision,goals are treated as markers thrown out ahead to define the territory. If you miss the mark—"So What!' or “How fascinating!” Neither you nor the vision is compromised. In the pursuit of objectives under a vision, playing is relevant to the manifestation of the possibility, winning is not.

Here are some examples of visions that meet this criteria of frameworks for possibility. An international food distribution company was inspired by 'a vision of a world in ethical, sustainable partnership. A company that designs inexpensive home products found their expression in the possibility of joy in the everyday, and a group of officers from the U.S. Army resonated to the possibility of a world living in freedom. An orchestra in New England transformed itself into a world-renowned group under the leadership of their vision Passionate Music-Making Without Boundaries.

A vision is an open invitation and an inspiration for people to create ideas and events that correlate with its definitional framework. The vision I co-created with the Sri Lankan Oceanographer for her NGO “Oceanswell” is Oceans for all, forever.

OSE Vision

For time immemorial Marcin struggled with defining the vision of OSE, in that the vision is different things for different people. Creating a vision must be very general, and if so, how does it focus action? I don't see how we can focus actions outside of protocols/operations and at least an extended vision explanation. A vision that is a byline cannot be sufficient to direct action in a focused way, because a shared understanding of principles is required. A vision can mean different implementations of that vision for many people. Are we just creating a Byline, therefore?

Initial Feedback

Overall, this is a fantastic start and several of these could absolutely work, but I didn’t see one that seemed to particularly capture the primary sentiment of both ‘why’ and ‘what’. This is mostly me taking your words and reshaping them to something that could serve as an inspiring vision, but before I go deeper, wanted to see if any of these work at all and if so, let me know what appeals and why. How do these feel?

  1. Open and transparent collaboration at scale designing purposeful solutions to global economic challenges - Quite delectable, but - 'economic challenges' seems to limit the scope by implying that the problems that we are solving are only economic. The etymology of 'economy' is 'housekeeping' - so Economic Challenges is an accurate term - but for most people, 'economy' will refer only to the 'economy' and not the more broad concept of 'keeping house'. The problem statement for OSE is creating a culture based on openness and collaboration, which is a profound social transformation of humanity. The Open Source Economy is a byproduct of such a mindshift. Also, we need to include something that refers to abundance. It would also be good to include the ecological aspects which are inherent to producing life-giving technology - such as the closed loop material cycles fostered by distributed economies that use their local resources to the maximum extent. Further, while I like this to be 'transformative' - the words 'at scale' do not seem to imply improvement - just that the effect will be huge but either in the positive or negative direction. Still we need to make it clear that our ambitions are large, which I think is captured in a word such as 'transformative.'
  2. Creating a collaboratively designed, transparent, & inclusive economy of abundance YES. How about Collaborative design for a transparent and inclusive economy of abundance?. My thought here is that it must be something that rolls off my tongue naturally, which I can use in an elevator when I'm speaking either to a conservative CEO or a hippy type. The 'economy of abundance' may be hard to swallow for a conservative person, though. The positive part of this one is that it flows well - cadence is good.
  3. A community that fosters open collaboration, transparent design, and self-determination - OSE develops inclusive economies of abundance This is quite a mouthful, but it does capture the several key components - collaboration, transparency, self-determination. I like the self-determination part - which is more specific than 'freedom'. Missing is 'tools and techniques' - something like 'OSE develops tools for creating economies of abundance'. The 'tools' are open source collaboration mindsets, protocols, and associated hardware tools.
  4. A community that fosters open collaboration, transparent design, and self-determination, OSE develops purposeful solutions to global economic challenges. I like 'pressing world issues.' I envision the eventual OSE Campuses being centers of learning/practice excellence, with an explicit mission of solving Pressing World Issues - not just educating people. We have specific learning and practical objectives that attract a wannabe movement entrepreneur, simply because there are still so many unsolved and critical issues such as ecocide and poverty that can be improved greatly when individuals focus on these explicitly outside of existing institutional settings, which tend to prolong the underlying global issues. Is 'pressing world issues' too vague?
  5. Transcending artificial scarcity through transparent & open collaborative designs. 'Transcending artificial scarcity' is in my TED Talk and I love the expression. 'Artificial scarcity' is an eye-opening and culturally-acceptable phrase. I would sugest that we envision transcending artificial scarcity by transparent and collaborative design. Open is missing in my statement, but by using 'open' the statement doesn't seem to flow as well.
  6. One more comment - I found that industrial productivity - can be achieved - on a small scale. That is my favority line in my TED Talk. My wife is tired of me repeating this phrase whenever I get a chance. Any way to include this somehow? Because the efficiency part is the key that transcends the barrier that the hippies faced in the 60s - and which has never been solved since. Everyone moved back to the city, and now people think generally that 'living with more self-determination' means losing comforts of modern day life. This myth needs shattering.

Do these pass the test?

1 Expresses Possibility - 2 Everyone - 3 Nobody is Wrong - 4 Eternally True, not a product - 5 In the Present - 6 Continuing Development - 7 Transforms Speaker to Believer

Key Words - Freedom. Self Determination. Collaboration. Open access. Distributing. Economic significance. Right livelihood. Ecological. Solving pressing world issues.

  1. Freedom to Build Yourself - Emily's conclusion. Qualifies on all 7 points. But only if you understand that 'Build Yourself' means both developing your abilities, and doing things autonomously (self-determination). However, this appears too sophisticated for most people as the phrase is a construction with double meaning. This could be resolved by Freedom to build your world. But the latter misses the collaborative aspect, which is inherent to open source. Build Yourself by itself sounds egocentric - misses the collaborative aspect. Note: open collaboration is probably more fitting than 'freedom'. Freedom is a higher level goal. Open Collaboration is universally accepted (in principle). Is freedom or open collaboration more important?
  2. Freedom to build yourself and build your world sounds appealing, but misses the fact that we are trying to create an Open Source Economy
  3. Open Collaboration for solving pressing world issues
  4. Collaborative development for solving pressing world issues or Collaborative economics for solving pressing world issues. By open-sourcing the economy, as in Open Source Economy, we are addressing material-security related issues, which is most of the issues on the planet. Thus, I believe fundamentally that once we solve material security issues by open source economics, we will address a wide range of pressing world issue. Ecocide and war is an economic byproduct, and these should disappear. By solving material security, we can begin an honest effort to evolve as humans.
  5. Open collaboration for freedom. I envision a world where we build a free society by open collaboration. Problem is that many people think that open collaboration already exists, but it really doesn't as far as the basic principle of the economy.
  6. I envision a Collaborative economy of abundance, in harmony with nature. I envision that one day society will evolve to that.
  7. OSE wants to 'distribute power' by 'evolving to freedom.' This definitely misses the point of being universally acceptable - as distributing power is offensive to most conservatives.
  8. We can say this in the negative - transcending artificial scarcity
  9. We can say it in the positive:Open source blueprints for civilization..
  10. Creating the Open Source Economy This is for those who know what open source is. Many people don't - so Open Source is not admissible, it appears. is too offensive, as most people think that nobody's gonna have any money and thus suffer hardship.
  11. Collaborative economy that gives freedom to all.
  12. Collaborative economics for a better world. Is economics acceptable in a vision statement?
  13. Collaborative evolution to prosperity.
  14. Collaborative economics for a convivial world
  15. Evolve to Freedom - seems to miss 3 (implies we are not free). But other than this, evolving to freedom is a huge responsibility that inspires me. But I'm not sure too many people are inspired to evolve to freedom? But, deep down everyone wants self-determination (no question about that), and knows that we are not free and thus should evolve to be free.
  16. Open collaboration for evolving to freedom That summarizes the deep message. Maybe we should avoid technology in the messaging; it's about a paradigm of collaborative development that applies to more than just technology, but to everything in the world.
  17. Liberating Technology for solving pressing world issues.
  18. Liberatory Technology for solving pressing world issues.
  19. Collaborative technology for solving pressing world issues
  20. Economy of collaboration.
  21. Open tools for economy and ecology
  22. Tools for economies of collaboration
  23. Tools for conviviality. (Ivan Illich)
  24. Right livelihood for everyone.
  25. Freedom technology for everyone
  26. Transparent technology for evolving to freedom
  27. Applying technology to freedom.
  28. Issue: one has to make a connection between distributed production and freedom. That is not culturally understood. Open collaboration is understood, but only in theory - as in practice, most things are proprietary.
  29. Production with a purpose
  30. Technology with a purpose
  31. Collaborative tools for Self-Determination. - if someone understands what self-determination is, we are good. Many people probably don't.
  32. Building collaborative tools for society.
  33. Collaborative economies for prosperity. This shows implementation.
  34. Creating a transparent economy for evolving to freedom - yes
  35. Open source technology for sustainable living -yes, but we want to use Regenerative, not Sustainable.
  36. Open source economy for evolving to freedom
  37. Building Tools of Freedom.
  38. Freedom by and for Collaboration
  39. Technically it is something like collaboration for a world where people gain self-determination and freedom. But self-determination is controversial - many people are scared of self-determination due to the threat of existential crisis deep down. Our work revolves around maturing and gaining responsibility for gaining self-determination - which seems like unappealing to most people. This is acceptable as an inspirational statement.
  40. Open Source Blueprints for Civilization - nice, but most people don't feel that their agency if presented with open source blueprints. Most people can't imagine that they can build things. This meets the 7 criteria pretty well.
  41. Creating an economy of affection for evolving to freedom. What is an economy of affection?
  42. Freedom by Design.

Core to OSE is:

  • Transparency
  • Technology and efficiency
  • Free flow of information
  • Unleashed collaboration
  • Self determination
  • Evolving to freedom
  • Transcending artificial scarcity
  • Industrial productivity on a small scale
  • Participation in building your world
  • Authenticity
  • Purpose
  • Lifelong learning
  • Technology without borders
  • Economy of affection
  • Distributed production
  • Quality of life

Words:

  • Participation - inclusion, all, everyone
  • Creation

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