I personally wouldn't worry that much about how we generate officers, or what the exact ratio of enlisted-NCO-Officer should be. Those all need fixing, but I would say there is already plenty of talent in both the NCO and officer corps. The problem is we don't do a very good job (as an institution) of identifying various talents, of retaining those talents, and of matching those talents to the proper job. Our current system matches experience to jobs; that is, we assume if an officer has had certain schools and assignments, he is a good match for particular jobs. On the other hand, we assume that lacking certain prerequisites, an officer cannot be successful in a given job. For instance, if he hasn't been to the branch Advanced Course, he can't be a company commander no matter how talented. As another example, a superb captain, a peerless leader of men, with advanced degrees in Arabic and two tours under his belt in Iraq, could not be made commander of a PRT in, say, Iraq, because that is a liuetenant colonel's slot.

So tinkering with sources of commission and degree requirements is just working around the edges until the institution learns how to employ the considerable pool of talent it already possesses.