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# System prepended metadata

title: DAOhaus Product Vision & Strategy -- On-going Meeting Notes
tags: [magesmiths]

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tags: magesmiths
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# DAOhaus Product Vision & Strategy -- On-going Meeting Notes

## June 24th, 2022

- How do we align our short, medium, and long term goals?
    - Jord: We don't have the luxury of long term goals, maybe vision at minimum
        - We should plan the time more closely the time we know we do have
    - Dekan: Long term goals should be low fidelity and doesn't need to be super specific
        - Could just be a loose direction
- Should this be a quarterly exercise to reflect on these goals, extend new goals?
- Felipe joined to run a workshop improvisationally
    - Reminds him of a similar situation at a company with diminishing runway
- Where should we be allocating resources to increase the runway
- Felipe presents war pigs idea, will make people angry
    - Action takes precedent over consent and context
    - sHAUS becomes the war pigs breakfast
- Jord: Doesn't like the flip-flopping of approaches (survival vs. ship at all costs)
- Long term goal - Revive as public good?
- Dekan: Let's delegate the decision on how to restructure to 3 people
- Can gnosis bail us out?

## May 27th, 2022
Discussion on [Sustainability Report](https://hackmd.io/WnF1BFjhQYu6HegWkvgiwA)


## May 4, 2022
[Platform Strategy Worksession #1](https://hackmd.io/X7wLHBYmRauoVEFF84T0yQ)

## April 29, 2022
### Agenda
#### What is this meeting about? 
- What problems have we identified that we are attempting to solve?
- What are our goals?
    - Describe the context (ecosystem) in which DAOhaus exists
    - Identify opportunities
    - Identify who we are delivering value to? What are their problems? How are we solving those problems?
    - Establish (or reaffirm) our collective vision
    - Establish our collective strategy
        - Framework for prioritizing workstreams and justification of why
    - Hold projects/workstreams accountable to our collective strategy
    - Establish a role that is accountable to our strategy
        - maybe fractal roles down the project/workstream tree
- What are the desired outputs/artifacts? Ideas
    - identify assumptions about user base or direction ==> research questions
    - visualizations of opportunities
    - documentation of strategic decisions and decisions based on strategy
    - [DAOhaus conceptual architecture diagram](https://www.figma.com/file/1RCw6028L7AVb7usE0N3vs/MetaHaus?node-id=0%3A1)
    - roadmap
    - wishlist / idea backlog
    - how to harness the power of individual creative energy
#### Process & role definition
- Meeting cadence
    - to start: initial workshop or sprint?
        - output of the sprint is a forum for others who didn't participate to weigh in
    - ongoing:
        - 60 minute meeting
        - fortnightly cadence
- Who needs to participate?
    - initial workshop:
    - ongoing: 
- Who can participate?
    - Anybody in Warcamp
    - Should we invite anybody else (eg CCO contributors)?
- Product/Platform Strategy -- is this a role?

### Notes

#### Problems we are attempting to solve

- There has been **some disconnect between design and devs** (Magesmiths)
    - Who the target segment is. The customers we are solving for.
    - What we are building and why.
    - Best way to spend time, focus attention.
- Allowing for this *divergence is ciritical, but requires clear strategy.*
- Similar divergence with Rangers circle: what we are communicating and why, the narrative we can convey to the larger audience.
- Response to a provocation: "DAOs cannot build cohesive, focused products.""
    - Design by committee is not great for some use cases, for example: day-to-day decisions. Better for high-level decisions and editing process. When do we delegate?
    - Designers identify certain modalities, unsure how to measure against a common understanding of the user/use case.
    - Rowing in multiple direction simultaneously inhibits collective progress. How do we row in the same direction? Arriving at solutions together = more meaningful.
        - Improving documentation, the dev experience, will compliment the SDK work and build interest in the community.
        - Narrowing focus allows us to attend to all the opportunities.
        - A million ideas will arise. We require a consensus mechanism for deciding the most important path: **a rubric for collective decision making.**
        - Identifying **clear north stars** for collective intention.
- We are not as clear on DAOhaus' place in the dynamically evolving ecosystem. This inhibits making clear decisions about what to prioritize. *This is risky is we don't consider the broader context* for what makes sense in the long-term, for how DH can make the most impact in relation to everything else happening around us.
    - V3 is going to look very different. How to maintain the long-term impact while maintaining previous product releases? How to mature as an org to handle this balance?

#### Goals/Objectives

- Concise, clear **product design strategy**.
    - Figuring out what the vision is, so that the strategies will support this vision.
    - Can be different per product.
    - Need a meta strategy, plus individual strategies.
    - Design = more than visual/aesthetic. Accounts for all the elements of the DAO - code, documentation, etc - combining into one cohesive field/focus.
    - How do we decide what products we should be designing? Alongside: How do we design them?
- Continue **identifying opportunities** in a composable way in relation to the products we are building.
    - Identifying our customers: 
        - Who are we delivering value to? 
        - What are their problems? 
        - Why are we priotizing the solutions we are pursuing?
- **Creative accountibility**: someone that has their finger on the pulse, understands the larger idea and can maintain the north star direction for the whole org
    - A committee: provides orientation that filters feedback, proposes clear decisions as a group
    - An individual/role: handles the day-to-day micro decisions on local components
    - Documentation that facilitates understanding across these scales
        - We should maintain awareness of the power distribution to a single role in this position. Too much decision making authority might cause tension/friction down the line.
        - Consider representatives of individual strategies, maintain alignment or resurfacing breakdown in alignment to the group/committee venue for wider discussion.
        - Should have a policy for pulling an individual off of this role to allow multiple perspectives
        - There are pros to having a single person dedicated to the larger DAO/product design visions: powerful single pointed focus.
    - Concerning consensus/dissensus of overall design vision: What do we do if we disagree? How to avoid breakdown/bottleneck?
        - Continue to contemplate the thickness/narrowness of the strategy to accomodate adapation
        - Alternatively, allow for a multiplicity of perspectives in the strategy, to avoid mutual exclusion.
        - Or we could always **fork Warcamp**: if an individual/group emerges with radically different ethics, they are encouraged to fork.
        - Let's maintain confidence that we will be able to *articulate a product design strategy/conceptualization of DAOhaus at the platform/infrastructural level that allows for a variety of interpretations of what our products are and who they are for that avoids forking the underlying infrastructure.* Maybe even create a foundation for future ideation to build upon this concrete opinionation.

#### Outputs/Artifacts

- Increasing the fidelity of [Ven's *MetaHaus* diagram](https://daohaus.mirror.xyz/9ZGrKjwJT8uzF3p7MiYNaSpXgGV2A2I83y_6R-ry3V8): how to build the monolithic product into smaller modules
    - Towards a more efficient roadmap
    - Create a repo to catch ideas, to form a backlog, capture so they don't get lost.
- How to harness the power of individual creative energy.
    - Deliberated between the head of a project and the contributors.
