I love the Awesome Foundation! That’s 10 people who pool 100 bucks each, awarding a 1k grant each month. It’s a good format, and yeah, a great example of something that’s easy to spread rather than scale. It was a reference point for us too - so we’re thinking alike.
I was referring to the specific type of unbundling described in Disruptive Innovation Theory. In that case, there’s no real mechanism left, but the component parts are available to startups to combine as they choose (usually because interoperability standards emerge.). The classic examples are the IBM PC shifting to the clone, and later the same shift in smart phones with the introduction of Android. The high unit-profits normally accrue to the harder parts - in the case of the IBM clone to the CPU and RAM manufacturers - while the volume profits tend towards the customer contact or distributors.
To draw the analogy to accelerators, we saw education as a hard part for accelerators around 2011/12 - that insight was used to create the Founder Centric business model. Now, there’s lots of educational material out there so accelerators can deliver “good enough” education at low or no cost, so the unit-profits aren’t in education any more (at least with accelerators.)
Accelerators have shifted towards being corporate or government funded. There are different hard parts for them now (like quality application pipelines, and design/tech skills on their internal startup teams) and tackling those hard parts directly is the form of unbundling I’m looking at. Basically, when teams say “why would I join an accelerator when I can just get X, Y, and Z myself?”
It sounds like what you’re describing focuses on the aggregation side of this disruption, which is a volume play. That’s something that f6s is well-positioned to do, assuming they maintain some level of traction with the relevant startups - but the definition of startup is shifting quickly. An opportunity here comes from looking at the corporate ecosystem for alternative peaks. For example, internal startup teams in corporate accelerators aren’t being consider potential customers - just the corporate accelerators themselves. Which leads to an interesting case close to Firmhouse - offering the MVP skills directly to the internal startups…