[DAO:05f040f] DAO STRATEGIC FRAMEWORK

Governance
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by 0x247e0896706bb09245549e476257a0a1129db418 (LordLike)

Linked Draft Proposal

DAO STRATEGIC FRAMEWORK - PLAN [Draft]

Summary

This proposal aims to gather community feedback to implement Strategic Framework, developed as a part of DAO strategic planning working group.

Abstract

As the Decentraland DAO matures and expands its influence, it becomes crucial to develop operational processes to set up,update and maintain strategic initiatives.

Motivation

With an increasing number of stakeholders and a broadening scope of activities, there is a pressing need for a clear, coherent Strategic Framework to guide the DAO’s direction and decision-making processes.

Strategic Framework will help DAO’s strategy remain aligned, adaptable, and responsive to both the long-term vision and the evolving needs of the community.

Specification

The Strategic Framework is a structured set of guidelines and tools designed to define and implement the long-term goals, vision, and direction of DAO.

It aims for aligned actions, decisions, initiatives, and clear objectives, enabling all members - including voters, delegates, core units, and all interested users to organize the working process and collaborate as a whole to succeed.

Annual and Quarterly DAO Goal’s Setting

Yearly Timeline

  1. January-February: Begin the year with DAO-wide meetings to outline and establish the annual strategy.

  2. March - November: Implement and monitor the quarterly objectives, ensuring alignment with the set annual goals.

  3. December: Conduct annual review to measure the year’s performance against the set goals.

Quarterly Process

Start of Each Quarter

  • Conduct community meetings to gather input for setting quarterly goals.

  • Define specific objectives for the quarter, aligning them with the annual strategy.

  • Establish and update KPIs using the SMART method to reflect progress and adapt to changes.

Mid-Quarter:

  • Check-in to assess progress and adapt strategies based on the evaluations of KPIs.

  • Facilitate necessary mid-quarter adjustments to stay on track with quarterly objectives.

End of Each Quarter:

  • Evaluate the quarter’s performance against the objectives.

  • Conduct community meetings to report on progress, gather feedback, and prepare for the next quarter.

  • Reallocate resources and refine strategies/processes as required, based on quarterly performance reviews and feedback.

Implementation and Monitoring

  • Assign tasks for each quarter’s objectives to community groups, including Facilitators, Core Units, Delegates, Voters, and other interested users, utilizing different decision-making frameworks.

  • Schedule regular check-ins throughout each quarter to monitor progress and make necessary adjustments.

Quarterly Reviews and Adjustments

  • At the end of each quarter, conduct evaluations to compare actual progress against the KPIs.

  • Based on these evaluations, reallocate resources and refine strategies for the subsequent quarter.

Annual Review and Forward Planning

  • In December, perform a detailed analysis to assess the overall performance against the annual goals.

  • Use end-of-year feedback from the community to refine goals and strategies for the next year.

  • Set objectives for the upcoming year, taking into account both the outcomes of the current year.

Impacts

Best Case Scenario

  • Enhance and align decision-making processes with the DAO’s long-term goals.

  • Improve resource allocation to projects that best serve the DAO interests and needs.

  • Engage community by providing clear objectives and bringing collaboration across all DAO members.

  • Attract more contributors and partnerships by showcasing a clear, strategic direction.

Worst Case Scenario

  • Can be confusing if the new process isn’t communicated effectively.

  • Resistance to change from conservative Community members.

Implementation Pathways

Strategic Planning Working Group

  • Initiate a special DAO strategic planning working group by either establishing a new group or leveraging existing one. This group will be tasked with overseeing and implementing the strategic planning process and serve as the hub for documentation, collaboration, and progress tracking.

  • Utilize Notion and/or relevant instruments for organizing and tracking the strategic planning process.

Test Period

  • Commence a test period starting from July-August 2024. This phase will serve as a trial for setting annual and quarterly goals, allowing the DAO to evaluate the framework’s effectiveness and make necessary adjustments.

  • Assign responsibility for the framework’s execution to the DAO Committee and Core Units. Each body will nominate representative(s) to participate in the strategic planning process.

  • The test period will provide an opportunity for the stakeholders to familiarize themselves with the process and contribute to its refinement.

Feedback and Full Implementation

  • Set up a mechanism for ongoing feedback from the DAO community throughout the strategic planning process.

  • Schedule regular review sessions to assess the framework’s impact, making iterative adjustments based on community feedback, changing priorities, and achieved outcomes.

  • Based on insights and feedback from the test period, fully implement the strategic planning framework by January 2025.

Conclusion

Setting up a Strategic Framework is critical for the Decentraland and DAO’s continued growth and success. This process will enable the community to navigate the complexities of its evolving ecosystem, align its diverse community towards common goals. This proposal underscores the importance of community involvement in shaping the DAO Strategy, ensuring that it reflects the collective aspirations and needs.

Vote on this proposal on the Decentraland DAO

View this proposal on Snapshot

1 Like
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Yes from me! This right here biggest addition in my eyes.

Everyone has a differnt vision for what Decentraland could be however peoples disagreements sometimes hold each other back from the progress we all could be making esically when we could have goals that are established we can reference. Just from experince example everyone knows I was pitching a PVP Shooter about a year or so ago and it almost got the votes but got nuked by two whales. However one of those same whales recently publicly admitted that Nifty a metaverse that raised $20 million to build a pvp shooter did an amazing job with there PVP addition yet voted No when I pitched it back then. Hypocrisy is something that does happen with some people however with a solid goal defined by the community it can also be used to advocate for projects, missions and development without all the time waste.

1 Like
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Hello, i have 6 questions for now:

  1. What specific resources will be needed to develop and implement the strategic framework?

  2. Will the strategic framework speed up the development and decision-making process, or will there be a strict but direct approach to goals that might slow down other aspects and details along the way? And how can the potential increase in digital bureaucracy be minimized while maintaining the speed of decision-making within the DAO when implementing the strategic framework?

  3. A strict strategic framework may potentially limit the DAO’s ability to adapt to new technologies or trends in the rapidly changing digital world, especially considering the AI/AGI/ASI era, as all activities will have to conform to pre-established frameworks and goals. Given that we are currently on an exponential upward curve in technological development where technologies, trends, and plans can change radically within a month or even a week, completely altering the structure of further development, what is the plan considering these factors?

  4. Adaptation. Is there a likelihood that the community will face difficulties adapting to the new strategic system? And what measures will be taken to educate and integrate the community into the new system?

  5. How often will meetings be held considering the rapidly evolving digital world for adaptations and discussions on implementing the latest innovations or ideas?

  6. Will the initial plans in the strategic framework , is going to be a priority to consider creating a separate AI department to explore its potential pathways for integration AI into the DAO with a Proof of Personhood?

*For example:

- First example: - Anyone without an experience can have a simplified AI helper and by clicking “Explain to me this proposal like i am noobie” it can wrap the proposal with a simple words in any language and explain terms with analogies , as an entry to the forum for new people.

- Another example: DAO DCL AI school on the forum with a rewards in $MANA for education with badges + integration any type of proof of personhood for attending a school to be protected from the bots and incentivise Proof of Personhood integration into the DAO forum through education

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What exactly does this accomplish @web3nit, and who do you expect to see it through?

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Voting Yes - The DAO & community should have a plan for the types of grants and projects/governance they expect to see & be approved for the year. Right now, we are doing everything backwards and don’t have any clear objectives, so when a grant request comes in, voters dont know where that aligns in our annual “vision”, causing us to spend unnecessary funds on projects that do not align with our timing or current platform performance.

I also like the concept of this strategy being reviewed throughout the year for any neccessary adjustments.

Makes sense from an FP&A and strategy planning perspective.

1 Like
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Hey @Huepow !

cc @web3nit

Sorry for the delay, we held off to gather more community questions and address them all at once. Below, you’ll find some responses:

  1. What specific resources will be needed to develop and implement the strategic framework ?

To further implement the strategic framework, we’ll need:

  • Engagement from Core Units and the DAO Committee.

  • We’ll utilize our existing feedback mechanisms to gather and incorporate community insights (open sessions, surveys, etc).

  • Strategic Plan Template: We already have a template that outlines key strategies for various DAO operations. If the proposal is approved, this template will be put to a community vote. If not approved, Core Units will develop one together with the community. The priority will always be the content and definitions, the way that content is presented can be discussed further based on the initial template.

You can check it here: Decentraland DAO Strategic Plan [DRAFT]. WIP - Google Docs

  1. Will the strategic framework speed up the development and decision-making process, or will there be a strict but direct approach to goals that might slow down other aspects and details along the way? And how can the potential increase in digital bureaucracy be minimized while maintaining the speed of decision-making within the DAO when implementing the strategic framework ?

As when Working Groups Framework was established, this will be just another way for enhancing decision making and not a constraint.

The strategic framework is meant to be flexible and inclusive, not rigid. The idea is to implement guidelines to help steer us, not as strict rules and allow for adjustments based on regular community feedback. Establishing clear guidelines and a defined direction will definitely expedite decision-making in the mid-term.

The community members and stakeholders will be the pillars for defining the courses of action, with this framework serving to enable predictability and establish expectations. The Strategic Planning exercise demonstrated that it is possible to achieve consensus and lay robust foundations without adding more bureaucracy, and as a result, many well agreed policies and proposals came out from there. Having a roadmap doesn’t imply rigidness at all: while the framework will guide us by setting strong foundations, the consequent content will undeniably be shaped collaboratively with the community and existing decision making mechanisms will still be available independently from the framework.

A test period could help to evaluate the framework’s effectiveness and make necessary modifications. Essentially, we’re formalizing a process that has already been yielding positive outcomes from our strategic planning efforts. The whole idea is to start iterating this process and move forward to adapt it to the DAO needs. So, again, it’s definitely not rigid or something that could impede us to evolve or to change decisions but the contrary.

You can look at some of materials here:

  1. A strict strategic framework may potentially limit the DAO’s ability to adapt to new technologies or trends in the rapidly changing digital world, especially considering the AI/AGI/ASI era, as all activities will have to conform to pre-established frameworks and goals. Given that we are currently on an exponential upward curve in technological development where technologies, trends, and plans can change radically within a month or even a week, completely altering the structure of further development, what is the plan considering these factors ?

As mentioned before, the idea is to implement a process that helps the DAO and complements our system, not to restrict our ability to improve. We will still have governance mechanisms in place—a three-stage governance process and a forum to post proposals, share ideas, and gather feedback. This ensures flexibility outside of the strategic framework for anyone who may feel uncomfortable within its structure.

  1. Adaptation. Is there a likelihood that the community will face difficulties adapting to the new strategic system? And what measures will be taken to educate and integrate the community into the new system?

Can’t rule it out, but we’ll do our best to mitigate it. Onboarding sessions (already held by the Facilitation Squad), documentation, educational workshops, and open forums for feedback ensure everyone is well-informed and comfortable with the new process.

  1. How often will meetings be held considering the rapidly evolving digital world for adaptations and discussions on implementing the latest innovations or ideas?

On average, one meeting every two weeks, depending on the needs, workload and results we can adapt it.

  1. Will the initial plans in the strategic framework be a priority to consider creating a separate AI department to explore its potential pathways for integration AI into the DAO with a Proof of Personhood?

An illustrative instance of this approach and its functionality can be found in the initial Strategic Planning sessions held last year. Together with the community, we identified the verticals for diagnosis, analysis, discussion and potential solutions. While the first sessions will focus on defining these verticals, it’s important to note that additional ones can still be addressed during the planning phase. SWOT Board.

The strategic framework is an operational process that assists the DAO in setting up, updating, and maintaining strategic initiatives. Therefore, if the community reaches a consensus on the need for a separate AI vertical. We like the idea.

2 Likes
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Hey @Fehz , i would like to say how amazed i am with such a quality break down
Thanks!

At this point i fully supporting what you and @web3nit trying to accomplish for the DAO

1 Like
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DAO STRATEGIC FRAMEWORK

This proposal is now in status: PASSED.

Voting Results:

  • Yes 84% 8,793,169 VP (64 votes)
  • No 15% 1,595,987 VP (14 votes)
  • Abstain 1% 1,410 VP (4 votes)