The Moonshot Program has three layers, and the core part, Masterclass One, is described in this brochure. Masterclass Two is six months in length, while Masterclass Three is three to nine months, depending on the company challenge and the transformation team's size.

Paying participants may continue onto other layers, but this is not mandatory. OASA understands that for innovation to be grounded, new units will need to be formed. Layers two and three allow the company to send an entire group of up to three persons. Future layers are about taking those initial ideas and putting ideas into operations.

A proper process of leadership development requires delayering. Each delayering of one's assumptions takes the participants to a higher level of realisation. Because no one has the wisdom to see the future correctly, the delayering process helps the participant understand their vulnerability and the need for innovation and risk management.

The delayering process has been designed into the three interlinked parts by OASA. Each consecutive program is six months in duration. Once a make-shift business has been identified and refined through programs one and two, we will quickly move into alignment with the current organisation, program three.

• Masterclass One: The first program will be on the essential basics of venture management and entrepreneurship required of any successful business. What problems are we solving for our customers? What business are we in? Various tools from Design Thinking to the "Lean Start-Ups" to Minimum Viable Products (MVP) will be introduced to bring out the learning for the students. This part also explores what and how to create a new business specifically to handle distances, data, and diversity. Each of these subjects will be introduced then reinforced with case studies and exercises. Ways to observe and understand customers' and buyers' experiences will be taught. The program finishes with a demo-day by a team presenting to their supervisors or the Head of Human Resources. Each person should plan to give a 15- minute presentation followed by a 15-minute critical discussion on their industry's new engagement models to their sponsor. The first part will take 3months. Three hours of coaching shall be earmarked for each individual.  
• Masterclass Two: The second part of the series will be about rapid prototyping, birth, growth, and commercialisation in the new economy and the gathering of evidence. This part emphasises how business leaders can maintain a business in the VUCA world, which will inevitably require substantial financial resources and a considerable capacity and resilience for risk-taking. Fast-moving large multinationals like SpaceX are good examples here. (We will explore the additional challenges of businesses in the new digital world of Space.) The company's critical consideration and the young talent is how to move from one customer to many, how to amend some of the core processes at work, and how to test acceptance. The issues of "Scaling" and "Scope" become relevant. Agile innovation, Soft Systems thinking, Six Sigma and DMAIC methodology, Risk Assessment and Profiling, and many innovation tools will be introduced. In the end, each person shall do a 15-min pitch to their CEO at their company, accompanied by their coach or mentor. This program will take up to six months. Four hours of coaching would be earmarked for each individual. At least the same amount of mentoring shall be provided to each. A whole team of up to three from one company may be introduced. 
• Masterclass Three: The third and final part is about integration and business projection for a new or existing venture. The aim here is to take those ideas and make them work inside the company. Change management and transformation will be emphasised. At this stage, the participant may invite other team members from the same company to form a team of 3 to 5 persons. The team will learn the skills of internal change agents and devise a new plan of disruption. The team will deliver a project proposal, project governance methodologies, standard operating policies and procedures, team readiness development plan, Balanced Scorecard with KPIs, and a Case Study to document and share the learning. As a capstone, the team demo-day will be a presentation to their CEO or Board, but this time, outside judges such as venture capitalists, private equity investors, or from large institutions may be invited to join in and provide valuable feedback. The expectations of Masterclass Three is much more demanding. For example, some companies may want their participants to introduce a business model that can comply with their ESG program and have a material impact. Six hours of coaching would be earmarked for each individual. Many mentoring hours shall be needed,  and professional change agents shall be working with these participants during this final program.