"Apes cry about not getting 100x
Devs cry they are busy shipping
DAO management cry there’s nothing they can do
Price and shipping decouple when some part of the DAO is not performing.
A F1 race is not won by the car with the best engine, it’s won by the best team."
Some of you seem to have missed this tweet, so lets go thru it and how it applies to your proposal.
TLDR; Idle does not need bosses, it needs a Jedi (many)
By now you guys already created: best yield, risk-adjusted, flash loans, and tranches.
Now, if I understand your cryptic communication, it looks like that either you are already building something else or you plan to start building a new product in “the future”.
In the past I would get excited about this way of doing things, but not anymore.
That strategy has created not only TVL, incentives, and brand dilution but also HR problems of severe magnitude (namely during the onboarding of new League members).
Your measuring of success leaves out wallet count and the performance of the $idle chart. It must not.
Your strategy proposal lacks detail, which paired with the fact that “coordinators” are basically dictators in disguise, can become a dangerous combination in the future as it creates a new attack vector at the DAO.
Mentioning that you plan to pursue institutional and corporate treasuries with the proposed budget, the existing HR and C&M strategy is vague, delusional, and amateurish, which both of you are not.
What institutions are you trying to target? Crypto FinTech, legacy TrafFi or SMEs? Even if there are any institutional clients out there willing to take hack risk for 7% APY on senior PYT, how does the DAO benefit from it in terms of revenue and marketcap? How do these institutions participate in the Idle wars? With Idle’s small marketcap, what partners can we realistically build bridges with and at what costs? How long can the DAO treasury burn $idle to build this bridge?
For these reasons, as it currently is presented, soon there will be the need for more proposals to change both the budget and Leagues structure for the next mandate.
RIP KPI’s based decisions and the 155k budget spreadsheet.
Welcome $idle inflation.
The short term product roadmap is very solid as it focus on Best yield and PYT. Great.
Also short term, improving the UX is crucial: we must have faster loading speeds and the UX in mobile must be friendlier too.
I remember the time 2 years ago when Idle Finance friendly and easy UX was the key element to onboard noobs. That has been lost. It has been reported countless times and it still sitting on a “wishlist” somewhere.
The organizational roadmap, from my understanding, since its a high-level description, does not seem to introduce significant changes in the way business is done. If this is the case, it is a terrible mistake.
The pressure to be institutional-ready by the next mandate will create problems. Idle does not have a legal structure, processes (management), operations product, business plan, budget or HR.
Also, ideally, the community and marketcap needs to grow at the same time decisons are made about the “IRL Idle DAO” and potential partners are contacted.
The Communication and Growth roadmap, adds nothing new.
That is a problem because with same (lack of) marketing budget, same lack of long term activities (collabs that last for at least 3 months) and same echo chambers (idle’s own discord/twitter) its fair to expect our community to grow at the same pace like now.
In terms of C&M initiatives, too many bridges have already been burn because we lacked focus, a target audience and budget. I would love to see more feedback between League members and the community on discord regarding the pick of influential people to contact/collab.
About Idle tokenomics, improvements in the next 3 months that should be in the roadmap are not rocket science:
1) Idle own stablecoin
2) Make locked idle tradable in “secondary markets” (open sea for example)
4) Pay all contributors with a $Idle “token option plan”, instead of $IDLE directly
5) Gas kickbacks tiers for big Idle stakers.
6) Add a Tier 2 CEX, allocate budget
Some final notes. I have been active in the DAO since day 0, so for the ones that have been around longer you know I don’t like to engage in public conversations like this in the forum.
Unfortunately, League members lack the motivation and skills to chit-chat with the rest of the community and so this forum has become my last line of hope to be heard and taken into consideration.
Several League members are not active on social media and do not talk with the members of the community or members of other Leagues. Coordinape is a joke, now you all also know that.
I know for a fact that @william is overwhelmed with code and IMHO should sleep sometimes.
I have a hard time imagining him having any fun as a coordinator.
I even think that he wrote his post from his Python IDE. Apologies in advance if I am wrong.
The proposal does nothing to address existing problems and simply adds a “boss” on top of them all, hoping for a quick band-aid.
A boss can not fix IDLE’s biggest problem: a frustrated community that does not grow in numbers and engagement. It can be argued that it does quite the opposite: expecting a coordinator to fix everything will facilitate onboarding “salarypeople” that are demotivated and blame the boss and layers of internal processes, for their own lack of results.
I rather have a Jedi, or many, instead of a coordinator/boss.