# Fingerprints - Organizational Design
###### tags: `Fingerprints`
In attempting to fulfill its mission of curating the greatest collection of smart contracts used as art in the world, and its more recent incursions in revenue-generating initiatives, 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 support and fulfill the DAO's mission**.

>Disclaimer: 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. This document in no way represents the DAO's position or structure, it is merely a member written document presented for commentary only.

## Fingerprints Organizational Design Goals

* The pursuit of a modern and innovative organizational design through the:
* 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)
* **no fixed, functional roles**
* empowerment and meritocratic compensation of members' contributions to the DAO, needed to minimize the effect of free-riding
* 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 in the smart-contracts-as-art space
* encouragement of boldness, originality, substance, and creativity
* iteration and responsiveness to changing circumstances

## Fingerprints Organizational Structure

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### Governance
-Activities / Responsibilities:
-discuss improvement proposals (IPs) in the DAO's general workings
-execute minor work/decisions that need speed
-carrying out overall vision
-improve integration of all areas of the DAO
-maintain security of digital assets/vaults
-manage the treasury
-carry out formal votes and community referendums
-KPIs:
-general DAO performance
-aggregated financial metrics (Cash flows, ROI, the works)
-happiness of members / contributors
-feedback from community

### Finance
-Activities / Responsibilities:
-accounting (financial statements + auxiliary information)
-payroll, accounts receivable / accounts payable management
-maintaining an automated, secure and centralized analytics infrastructure (single source-of-truth)
-reporting and supplying the DAO with accurate and updated financial information
-coordination of funding rounds / investor relations
-supervise capital structure/leverage, cash flow management, and overall liquidity
-KPIs:
-quality, accuracy, and timeliness of reporting
-performance and flexibility of analytics infrastructure
-general feedback about financial management and investor relations from members
### Curation & Acquisitions
-Activities / Responsibilities:
-define, maintain and evolve the DAO's curation policy
-analyze and screen for artworks that fit the DAO's collection
-decide and proceed with new artwork acquisitions
-decide and proceed with disposal/selling of owned pieces
-stay on par about the best new artworks in the medium
-maintain contact with artists inside and outside the DAO
-inform projects inside the DAO about what's cool
-KPIs:
-cohesion of collection / acquisition decisions
-NAV
-number & quality of artists sourced
-general coolness of the collection
-external feedback

### Projects
-Activities / Responsibilities:
-deliberate, originate and oversee DAO's revenue-generating projects
-organize the teams and decide on funding for all projects
-explore revenue-share / compensation schemes for project teams
-keep track of activities and KPIs of each project
-report on projects' progress to the DAO
-KPIs:
-total revenue generated by all projects
-total capital gains generated by all projects
-profits/cash flows
-ROIC

### Marketing & Design
-Activities / Responsibilities:
-create/manage branding material (e.g. logo, website...)
-create digital "assets" on demand (banners etc)
-KPIs:
-coolness of branding material
-overall fitness of material to fingerprints positioning

### Internal Relations
-Activities / Responsibilities:
-constant improvement of communication within the DAO (between formal areas and members)
-determining the best communication channels
-broadcasting/updating members on the DAOs initiatives (need-to-knows)
-sourcing of talent to help other areas of the DAO
-attending to the overall "organizational climate"
-KPIs:
-members' awareness of the DAOs initiatives
-quality of the relationship between formal areas and DAO members
-performance of sourced DAO members
-timeliness/quality of reports

### External Relations
-Activities / Responsibilities:
-maintaining and updating a formal understanding of the DAOs positioning (i.e. the specific space it wishes to occupy in its audience's mind)
-organizing and representing the DAO in interviews and press releases
-sourcing of outside strategic partnerships
-maintaining connections with outside people valuable to the DAO
-accurate communication of the DAOs activities to the outside world
-minimize the gap between what others perceive about the DAO and what we intend to position ourselves as
-preserve the DAOs image and expression
-KPIs:
-distance between public perception and Fingerprints' desired positioning
-outside opinions
-number of opportunities/benefits sourced from outside

## Predictable issues to look out for

* it is difficult to observe individual contributions, thus increasing the risk of free-riders / meaningless chatter
* but compensation might lead to "moral erosion" (when moral behavior ceases with the introduction of financial incentives), decreasing spontaneous contributions
* direct oversight is undesirable and too "corporate-like"
* 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, although could be effective if people are professional
* desired use of decentralized decision-making is slow and costly and might hamper DAO's agility and waste time; making decisions is hard/costly, which makes frequent referendums undesirable
* undue growth of the DAO will cause disorganization and force it into a more rigid/mechanical structure, or jeopardize it entirely
* the unstable nature of the environment in which the DAO operates requires a fast and lean organizational design
* however, more predictable activities can be automated or handled efficiently by traditional/mechanic approaches, while less predictable ones (i.e. project sourcing) are best met by more organic/flexible organizational designs
* organizational design is an ongoing construction: changing circumstances demand reappraised values