Summary

This proposal suggests two sets of OKRs, driven by feedback from across the Decent organization and Decent’s core business needs, to focus on for the Summer 23 season from June 1, 2023 → August 31, 2023.

Motivation

Since our retreat in Crested Butte this past winter, Decent has enabled a number of channels such as OST, surveys, our new DIP process, and informal Discord emoji votes to enable contributors to direct the organization from the bottom-up and prepare for our transition to on-chain governance. Despite all of these new communication structures, we still need top-level direction for our organization as a whole.

Keeping in mind all of the feedback we’ve heard through those channels, workstream leaders met to discuss two clear Objectives and accompanying Key Results for Decent. They revolve around our success as a business and becoming a DAO. We propose to maintain these Objectives for the remainder of the year, and these Key Results for the Summer 2023 season specifically.

The proposed objectives are not the only things we will focus on at Decent. These two objectives are set as the top priority for Decent’s growth and survival. The work that is and will be done that is not captured here is just as, if not more, important to our continued success.

Context

What are OKRs?

• OKRs (Objectives and Key Results) are a framework for setting organizational goals with precision, enabling accountability. They were first introduced in the 1983 book High Output Management by Andy Grove (former CEO of Intel) alongside other now standard strategy and communications policies like maintaining regular 1:1 meetings with all direct reports.
  • Objectives are set by leadership/initiator
    • They should be ambitious, however clearly achievable
  • Key Results are discovered/set by leadership/initiator and team together
    • Are measurable (in some way)
    • Are prioritized (ordered from most to least essential)
    • Have initiatives that are specific and clear, set by the team working on the Key Result
  • Everything else is agreed upon completely.
    • Like most management tools, making clear commitments and Commitment Six: Practicing Integrity are key.

In this new Summer season, we believe Decent would benefit greatly by aligning all resources on a smaller set of OKRs, with responsibilities towards these clearly defined across the organization.

Why these OKRs, and why now?

When Decent Labs raised funds in 2022, our goal was to use the capital to redirect our organization in two big ways: to become a venture studio funding our own web3 projects, and effectively “decentralize” Decent Labs into a DAO. There was an expectation that both of these redirections would be expensive in both time and money, and we spent last year figuring out a whole lot of unknowns hidden in both of them. As stated in last year’s Decent DAO Roadmap, this year is all about Execution. OKRs are a framework for ambitious goals. By the end of 2023, Decent DAO will be a healthy, cash-flowing business like Decent Labs was, reinvesting our profits into new moonshots in our decentralized (but really this time) venture studio.

Objectives and Key Results

1. Objective: Decent sees positive cash flow in our treasury.
   1. Close ≥ $600k in signed Agency Deals.
   2. Onboard 3 DAOs to Fractal that at minimum create a Fractal parent or subDAO.
   3. Underwrite ≥ $200,000 of Loans using Lumen.
   4. Define and document the Financial Models for Our Active Ventures.
   5. Define and document Ownership and Revenue Agreements between our Studio and Ventures.
   6. Spend 50% less on Fractal than Last Season.
   7. Spend 50% less than Lumen to Determine Venture #3 Product Concept.
   8. Research, document, and create a proposal plan for Four Additional Revenue Streams informed by market and internal research.
2. Objective: Decent’s financial operations are completely transitioned to our DAO.
   1. Decent Foundation legal entity fully formed.
   2. Pass votes to ratify the strategic direction of Decent DAO.
   3. DCNT Token has been distributed to everyone on the token distribution chart.
   4. Workstream and Venture budgets are defined and documented.
   5. Move one Season’s worth of funding into a DCNT-controlled on-chain treasury.