This idea has persisted with me over the last five years. In these notes, I am trying to articulate what exactly this means in the context of emerginig organizations: swarms, memetic tribes, online communities, onchain organizations, and networked enterprises
Last year, [redacted] and I built a proposal for a large L2 organization. We put together a vision and key questions on what it would take to build a DAO. It was expansive and successful. A side-effect of this process, and the design exercise since then, is that it has forced me to articulate the crucial parts of building Networked Enterprises: organizations that have oozified into a web of interdependent partnerships with mutual ownership and accountability. Networked Enterprises are, in my ...
This idea has persisted with me over the last five years. In these notes, I am trying to articulate what exactly this means in the context of emerginig organizations: swarms, memetic tribes, online communities, onchain organizations, and networked enterprises
Last year, [redacted] and I built a proposal for a large L2 organization. We put together a vision and key questions on what it would take to build a DAO. It was expansive and successful. A side-effect of this process, and the design exercise since then, is that it has forced me to articulate the crucial parts of building Networked Enterprises: organizations that have oozified into a web of interdependent partnerships with mutual ownership and accountability. Networked Enterprises are, in my ...
In Machine Thinking, we are designing a set of interaction models for a machine to learn, output, and interact with a human (or other machines) with potentially infinite variations and outcomes.
Last year, [redacted] and I built a proposal for a large L2 organization. We put together a vision and key questions on what it would take to build a DAO. It was expansive and successful. A side-effect of this process, and the design exercise since then, is that it has forced me to articulate the crucial parts of building Networked Enterprises: organizations that have oozified into a web of interdependent partnerships with mutual ownership and accountability. Networked Enterprises are, in my ...
In Machine Thinking, we are designing a set of interaction models for a machine to learn, output, and interact with a human (or other machines) with potentially infinite variations and outcomes.
Last year, [redacted] and I built a proposal for a large L2 organization. We put together a vision and key questions on what it would take to build a DAO. It was expansive and successful. A side-effect of this process, and the design exercise since then, is that it has forced me to articulate the crucial parts of building Networked Enterprises: organizations that have oozified into a web of interdependent partnerships with mutual ownership and accountability. Networked Enterprises are, in my ...
In Machine Thinking, we are designing a set of interaction models for a machine to learn, output, and interact with a human (or other machines) with potentially infinite variations and outcomes.
Last year, [redacted] and I built a proposal for a large L2 organization. We put together a vision and key questions on what it would take to build a DAO. It was expansive and successful. A side-effect of this process, and the design exercise since then, is that it has forced me to articulate the crucial parts of building Networked Enterprises: organizations that have oozified into a web of interdependent partnerships with mutual ownership and accountability. Networked Enterprises are, in my ...
In Machine Thinking, we are designing a set of interaction models for a machine to learn, output, and interact with a human (or other machines) with potentially infinite variations and outcomes.
Last year, [redacted] and I built a proposal for a large L2 organization. We put together a vision and key questions on what it would take to build a DAO. It was expansive and successful. A side-effect of this process, and the design exercise since then, is that it has forced me to articulate the crucial parts of building Networked Enterprises: organizations that have oozified into a web of interdependent partnerships with mutual ownership and accountability. Networked Enterprises are, in my ...
In Machine Thinking, we are designing a set of interaction models for a machine to learn, output, and interact with a human (or other machines) with potentially infinite variations and outcomes.
Last year, [redacted] and I built a proposal for a large L2 organization. We put together a vision and key questions on what it would take to build a DAO. It was expansive and successful. A side-effect of this process, and the design exercise since then, is that it has forced me to articulate the crucial parts of building Networked Enterprises: organizations that have oozified into a web of interdependent partnerships with mutual ownership and accountability. Networked Enterprises are, in my ...
In Machine Thinking, we are designing a set of interaction models for a machine to learn, output, and interact with a human (or other machines) with potentially infinite variations and outcomes.
Last year, [redacted] and I built a proposal for a large L2 organization. We put together a vision and key questions on what it would take to build a DAO. It was expansive and successful. A side-effect of this process, and the design exercise since then, is that it has forced me to articulate the crucial parts of building Networked Enterprises: organizations that have oozified into a web of interdependent partnerships with mutual ownership and accountability. Networked Enterprises are, in my ...
Networked Enterprises are, in my opinion, the real outcome of the DAO-fad from the past 5 years.
Last year, [redacted] and I built a proposal for a large L2 organization. We put together a vision and key questions on what it would take to build a DAO. It was expansive and successful. A side-effect of this process, and the design exercise since then, is that it has forced me to articulate the crucial parts of building Networked Enterprises: organizations that have oozified into a web of interdependent partnerships with mutual ownership and accountability. Networked Enterprises are, in my ...
Networked Enterprises are, in my opinion, the real outcome of the DAO-fad from the past 5 years.
Last year, [redacted] and I built a proposal for a large L2 organization. We put together a vision and key questions on what it would take to build a DAO. It was expansive and successful. A side-effect of this process, and the design exercise since then, is that it has forced me to articulate the crucial parts of building Networked Enterprises: organizations that have oozified into a web of interdependent partnerships with mutual ownership and accountability. Networked Enterprises are, in my ...
