This presentation outline summarizes the strategic framework for Horizons and its MHIA (Martian Heavy Industries Advancement) initiative, based on the provided Cornell Engineering Innovation Placemat and Business Model Canvas provided at Aspiring Professional Bright Mind. The presentation details the strategic architecture for Horizons and its primary initiative, MHIA (Martian Heavy Industries Advancement). By integrating the high-level innovation strategy with a structured business model, Horizons aims to lead the next generation of orbital and planetary logistics.
The Innovation Placemat outlines the strategic intent and operational roadmap for developing robotics and orbital logistics for Martian and Earth-side applications.
Mission: To develop robotics and logistics systems for commercial and industrial use on Mars as a baseline for future corporate development.
SMART Goals:
Specific: Provide civilian and defense products for immediate use in robotics, logistics, and quantum sectors.
Measurable: Outcomes include Mars robotics, lunar/Martian waste management systems, and medical developments for the VA.
Achievable: Leveraging advancements from NASA and cutting-edge quantum science.
Core Competencies: The strategy utilizes Design Thinking, Maker Culture (rapid failure), and Lean Startup methodologies to ensure products meet customer expectations.
Key Measures: Success is measured by the feasibility of R&D projects for the DoD and NASA, as well as internal culture metrics like employee participation in innovation.
Risks: Identified risks include the need for management agility during leadership changes and the necessity of capital management to prevent innovation failure.
The BMC translates the innovation strategy into a functional business architecture.
Value Propositions
Creating robotics for operations on Mars, the Moon, and Earth; future innovation partnerships with the US Defense Department.
Customer Segments
Economic Buyers: NASA, DoD, university labs, and the mining industry. End Users: Scientific researchers and industrial manufacturers.
Key Partners
NASA, MIT, UMGC, US Defense Department, UMD, and Silicon Valley entities.
Key Activities
Successful litigation (for funding), co-founder recruitment, and accessing research at government/university labs.
Revenue Streams
Grants for IP development, equity investments, and significant proceeds sought through US Federal Court litigation.
Channels
Social media (Reddit, Instagram, Facebook) and an aspiring professional website.
The Innovation Placemat and the Business Model Canvas function as a cohesive "blueprint-to-execution" system for the organization.
The Placemat identifies the "What" and "Why" (e.g., Martian logistics for the benefit of humanity), while the BMC identifies the "How" (e.g., using manufacturing space and university labs). The BMC provides the infrastructure necessary to realize the SMART goals defined in the Placemat.
The Placemat identifies "Strategy Risks," such as the need for a management team that stays in touch with all levels of the organization. The BMC mitigates these risks by identifying Key Partners (like MIT and NASA) and Key Resources (Human Resources) that provide the specialized knowledge and stability needed to navigate complex R&D environments.
The Placemat notes that budget and resources are currently "hypothetical" and in a "bootstrapping stage". The BMC bridges this gap by outlining a specific Cost Structure (fixed costs for space assets) and Revenue Streams (litigation proceeds and grants) to move the innovation from a concept to a funded operation.
The BMC uses nine interrelated categories to provide a big-picture view of a business.
Value Propositions: Defines the "pain relievers" or gain creators that differentiate a product from competitors. These should be quantified, such as "reducing production time by 20 minutes".
Customer Segments: Identifies the specific roles in the ecosystem, including the economic buyer, end user, decision-maker, influencers, and even potential "saboteurs".
Channels: The physical or virtual methods used to connect with customers and deliver value (e.g., retail stores or Amazon).
Customer Relationships: Strategies for engaging customers, building loyalty, and growing the customer base.
Key Activities: The most critical tasks a company must perform to deliver its value proposition.
Key Resources: The essential infrastructure and assets, such as human capital, intellectual property, and manufacturing space.
Key Partnerships: Collaborative stakeholders, including strategic alliances, key suppliers, and joint business development partners.
Revenue Streams: The specific pricing tactics and methods for generating money, such as asset sales or freemium models.
Cost Structure: The capital requirements and expenses associated with delivering the value proposition.
This summary applies the updated BMC framework with Cornell Tech to a conceptual business focused on interplanetary development.
Primary Partners: Collaborative efforts with NASA, MIT, UMGC, and the US Defense Department.
Core Activities: Securing STTR grants, establishing university-based research labs, and forming co-founder partnerships.
Value Proposition: Creating robotics for Mars, Moon, and Earth applications via remote connection, alongside revolutionary propulsion systems for Martian economic expansion.
Target Customers: Economic buyers like NASA and industrial segments including mining, manufacturing, and defense.
Revenue Model: Income is generated through sales of robotics and spacecraft, telecommunications advancements, equity investments, and research grants for intellectual property.
Cost Drivers: High fixed costs for mass-producing humanoid robotics, asset deployment for interplanetary travel, and R&D for unproven concept.