Revolution Factory | Empowering Agents of Change

Empowering Agents of Change

Business Transformation

Creating Your Distributed Autonomous Organization: Introducing The DAO Board

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The concept of what an organization looks like is evolving. We are ending a 200-year arc that solidified a centralized way of doing business. We are now embarking on a new path. One that does not have CEOs, executive teams, or shareholders dictating how an organization should function but instead has its organization members and its ecosystem co-creating the business. Where customers no longer have one role, to buy from us, but can be incentivized to participate in the organization’s growth. Where we can not only work to earn but play to earn and learn to earn. An organization where we are no longer dictated by the clock but are a self-guided liquid workforce imagining the future. All of these things are possible with distributed autonomous organizations (DAOs).

The DAO Board

We have created a DAO board for you to think through the elements of distributed autonomous organizations. For example, what is the DAOs mission? Will it be on chain for governance, or is it a social DAO of like-minded individuals creating a micro-economy? What are the levels of contribution, and what are the earning opportunities you can provide people? And how can you incorporate feedback loops so that the users of the DAO still have an easy to understand the evolution of the DAO while giving feedback?

Test out the DAO board. Provide us with some feedback. Please give me your use cases. It is a tool that we would like to be effective for as many people as possible. Let us know your experience and the DAO you have created with it.

Warm Regards,

Ja-Naé

P.S.: Want help working through how this shift in business might change your company? Reach out to us.

Lessons From Other Companies Navigating Uncertainty

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We are navigating uncertainty. This is not the first time that Boston has been on lockdown. The eery part is not knowing what is coming next or when things will pass. I had that same feeling during the 2008 recession. I was an opera singer whose gigs (and the companies I was working with at the time) vanished like a puff of smoke. Since then, my team at Revolution Factory and I have been working with executives to figure out not only A) what is next, but instead B) create the future that you want and a system to support it. Here are three lessons from those clients:

  1. Most companies have not built up their resilience: We live in a small connected world where disruptions will continue to become more frequent. CEO, executives, and managers who have scenarios planned for different futures find that they are less surprised when disruptions or black swan events hit because they have already begun to operationalize for it. The problem is, many executives actually do not know how to properly scenario plan for the future and create an operational strategy to support them. There are a select few that realize that weakness and do seek help before the company suffers.
  2. Those companies who are focused get it done: When companies bring me in, many of them suffer from FOMO. They are also chasing the next shiny thing as a silver bullet and not focused on their long-term core business and the product cycles that accompany them. That is why we see so much “incremental innovation.” Companies like to tinker with their core product but not in a way that creates sustainable value for the product and the core customer it serves. However, those companies whom we work with on a long-term plan to support the life-cycle of their core products while they work on the future core business are the ones who get it done and do not waste resources.
  3. Companies who play the short-term game die: After we ride this out, we will see many companies disappear. Why? Because they are only focused on the interim and instead of how our current environment can support their long-term growth. The companies we work have understood the value of long-term planning so that they can garner traction even during turbulent times.

What has your company done in the past? How are you handling this now? Join the conversation or reach out to me if your company needs help navigating uncertainty.