# RAW — Organizational Design 2.0 ###### tags: `RAW DAO` # 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 support and fulfill the DAO's 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. <details> <summary>Key concepts in this document</summary> 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. </details> # 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 - 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 <iframe style="border:none" width="800" height="450" src="https://whimsical.com/embed/Vf1r82hDf6BXRqYcGK7voh"></iframe> --- ## 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.