Post #31387

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Batched Amendment - Strategy and Resource Director Proposal
Here are some high level thoughts.


Factom organizes itself into a small council that’s representative of the many areas it is serving. The classical: tech, outreach, governance. Or stakeholder-focused: users, ANOs, token holders.

The council recruits top talent. Internally and/or externally. At least one C-level executive manager preferred. Internally, each member may have full control over its designated day-to-day business, but the council is mutually accountable for results.

With baked-in consensus because the decision-making process is more representative, a council can develop effective, trustworthy processes for their assumed mandates (strategy, grants, hiring). These mandates exist to get day-to-day work done. In the open, or by building a flexible cell of expertise around each member. Continuity in leadership and trust in processes mean parties will want to work with Factom again.


There’s a lot of work to be done. Probably too much work for one person to be involved in everything. In theory, sure, a CEO is a key enabler. And in theory, sure, a CEO is great for coaching underlying teams. But we’re not dealing with theory, we’re dealing with reality. And our particular situation with the candidates we have says the following.

[*]Bandwidth is a bit of an issue (agendas are pretty full)
[*]Personality is a bit of an issue (eek, they’re all Dutch!)
[*]Trust is a bit of an issue (any single candidate disenfranchises many ANOs)
So you tailor the solution to your particular situation. This is the balancing decision-makers do every day. Just look at any crisis. Is a full lockdown effective? In dense cities, yes. In rural areas, less so.

A council alleviates the above and is actually very flexible in its composition. We can make it representative of our focus areas, e.g. tech, outreach and governance. Or organize it around stakeholders: users (business dev), ANOs (resource management) and token holders (community management).

So yes, under a council we will drive a community-backed roadmap so we don’t run into any longer-term efficiency & cohesion problems. Under a council, the community will finally streamline its tokenomics and make it fit our intended strategy. Under a council, we will install specialist roles (e.g. secretary, governance expert) so we can have trustworthy processes associated with our leadership. That leadership will have strong continuity in case a member is removed or otherwise becomes incapacitated.

And not entirely unimportant, under a council we fit the ethos of being a decentralized blockchain project without sacrificing performance. As long as we use the right ingredients. To be on par with or exceed single leadership, we go with the best definition of a team: a [B]small [/B]number of people with [B]complementary [/B]skills and perspectives, and with a commitment to [B]common objectives[/B] and [B]mutual accountability[/B]. Shared leadership works to keep performance and morale high in exactly those ways, and if there ever was an ecosystem in need of those benefits, it’s Factom.

As for decision-making internally, personality and experience will always determine how decisions are made. Any reasonable council will give a C-level member the biggest say in a situation that calls for it, but again, it needs to be in the spirit of getting things done together, shoulder to shoulder.

Because our weakness is our divisiveness, any current candidate filling a single seat will disenfranchise a lot of parties within our fragile ANO system. It’s a potent risk to our decentralization. A council will represent all sides and will be a more trusted entity from the onset. Without trust, we watch each other with eagle eyes, preying on that one mistake, or we surrender completely. We get conflict, or we get apathy. Both lead to less work being done, weaker oversight, and we see stalemates as a result. We’ve all experienced it. It’s real. Now we can change it, with a representative council structure that fits us best.
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