RAW — Organizational Design 2.0

Context

This document aims to give structure to and formalize the DAO's internal organizational design, that is, how we intend to organize our people and resources around the main activities needed to fulfill our mission.

This is intended to be a flexible document, ever evolving and adapting to the dynamic environment and to members' feedback and discussions on the matter.

Key concepts in this document:

• Organization: group of people with a common objective
• Organizational strategy: how the people intend to achieve their objective
• Organizational design: combination of formal and informal dimensions of an organization (a.k.a organizational architecture)
  • Formal aspects include the organizational structure, performance measures and incentives
  • Informal aspects include the values, social norms and social networks of the organization's members (a.k.a. organizational culture)
• Organizational structure: part of the formal dimension of an organizational design, includes formal definitions of roles, level of decentralization of decision-making, coordination schemes, working-groups/departments, separation of activities and career paths

Organizational Design Goals

• The pursuit of a modern and innovative organizational design through the:
  • democratization of governance and engagement of the many people
  • decentralization of decision-making wherever appropriate
  • avoidance of rigid hierarchies and vertical differentiation (i.e. installation of a "chain of command" among subordinates and managers)
  • empowerment and meritocratic compensation of members' contributions to the DAO, needed to minimize the effect of free-riding
  • creation of equal opportunity for members to contribute
  • trust in the good intentions of members as opposed to oversight and control
  • automation/elimination of menial tasks
  • maintenance of a fun, good-spirited climate
  • maintenance of the right to anonymity
  • celebration of member diversity in both professional and social dimensions
  • exploration of novel ways to compensate and organize people in initiatives congruent with the DAO's strategy
  • encouragement of boldness, originality, substance, and creativity
  • iteration and responsiveness to changing circumstances

Organizational Structure

https://imgur.com/a/xYitdTF

Governance

• Activities / Responsibilities:
  • create, update and uphold the organizational strategy
  • create, update and uphold the organizational design
  • enforce a high standard of governance for the entire organization
  • design overall governance model and collaborators' compensation
  • execute operational work for compensation
  • draft/discuss improvement proposals (IPs) relative to the DAO's general workings
  • improve integration of all areas of the DAO
  • budget and define constraints for the activities of other areas
  • execute minor work/decisions that need speed
  • maintain security of digital assets/vaults
• KPIs:
  • general DAO performance
  • aggregated financial metrics (Cash flows, ROI, the works)
  • happiness of members / contributors
  • feedback from community
  • balance of speed/fluidity, legal rigor and community participation

Finance

• Activities / Responsibilities:
  • accounting (financial statements + auxiliary information)
  • financial reporting and analysis
  • payroll, accounts receivable / accounts payable management
  • transaction execution
  • maintain an automated, secure and centralized analytics infrastructure for off-chain data (single source-of-truth)
  • coordination of funding rounds
  • supervise capital structure/leverage, cash flow management, and overall liquidity
• KPIs:
  • quality, accuracy, and timeliness of reporting
  • performance, flexibility and integrity of analytics infrastructure
  • general feedback about financial management and reporting from members

Curation

• Activities / Responsibilities:

  • draft and uphold a curatorial vision/strategy in line with the organizational strategy
  • define the curation mechanisms and procedures for new acquisitions
  • decide and proceed with new acquisitions and/or selling of owned pieces
  • communicate curatorial decisions properly to the rest of the DAO
  • educate members about our collection and curation rationale
  • work with marketing to aid content creation and storytelling about our collection

• KPIs:

  • NAV
  • artistic substance of collection
  • cohesion of collection / acquisition decisions
  • external feedback
  • members feedback

Community Management

• Activities / Responsibilities:
  • define and maintain a "membership value proposition"
  • maintain high quality of membership
  • discord management and moderation
  • improve communication within the DAO (internal calls, newsletters etc..)
  • sourcing of talent to help other areas of the DAO
  • attending to the overall "organizational climate"
  • making the DAO a fun place to work in / meme production
  • educate members on relevant issues (blockchain, DAO mechanics, governance, etc...)
• KPIs:
  • engagement and level of activity (% of active members, etc)
  • organizational climate
  • members' awareness of the DAOs initiatives
  • member happiness

Marketing & PR

• Activities / Responsibilities:
  • draft, maintain and execute a formal strategic marketing plan, in line with the organizational strategy
  • educate the market about our collections and our DAO
  • create content
  • communicate our activities to the outside world
  • organize and represent the DAO in interviews and press releases
  • source external strategic partnerships
  • preserve the DAOs image and expression
  • create/manage marketing campaigns and branding material (e.g. logo, website...)
• KPIs:
  • distance between public perception and RAW's desired positioning
  • outside opinions of our DAO
  • number of opportunities/benefits sourced from outside
  • brand awareness and reach
  • size of member base

Closing Remarks

• overuse of decentralized decision-making is slow and costly and might hamper DAO's agility and waste time; making decisions is costly, which makes frequent referendums undesirable
• on-chain voting is especially costly for decision-making given the need to access cold storage devices, and should be utilized sparingly
• undue growth of the DAO will cause disorganization and force it into a more rigid/mechanical structure, or jeopardize it entirely
• a more flexible/organic structure is best suited to the unstable nature of the environment in which the DAO operates
• however, more predictable activities can be automated or handled efficiently by traditional/mechanic approaches (e.g. finance), while less predictable ones (e.g. curation) are best met by more organic/flexible organizational mechanisms
• group compensation with the use of mutual oversight (like a basketball team where players taunt each other) might lead to fragmentation / fighting within the DAO, but can be effective if people are professional
• organizational design is an ongoing construction: changing circumstances demand reappraised values. The organizational design shall be constantly updated to increase performance