►
Description
https://forum.makerdao.com/t/todays-endgame-call-timeline-and-roadmap-for-organizing-maker-governance-based-on-dvcs-the-endgame-constitution-and-the-12-scopes/18907
Q4 2022:
For a few more weeks, we'll have weekly endgame calls. During these calls, we will discuss the next steps and other general aspects of implementing the Endgame Plan.
At this point, the drafts of the Constitution and some Scope Frameworks should be published for community iteration.
Q1 2023:
This quarter, the Constitution and Scope Framework drafts will be edited and prepared for initial implementation. There will also be decisions on legacy infrastructure, product lines, collateral, etc.
We will begin setting up the timeslots for the weekly DVC subcommittee calls, which will be three per week. In Q1, they will not be organized as actual DVC subcommittee calls but as expanded endgame calls that focus more on operationalization. Scope Frameworks must often be completed or changed.
This process will also include organically clustering participants that are closely related to each Scope, such as:
MKR Holders/DVC members
Delegates
Full-time specialized Professionals (Council or Tribunal)
Q2 2023:
Hopefully, Q2 will begin with the first MIP version of the Constitution (a bootstrapping version that can still be modified) and some or all of the initial Scope Frameworks.
Each week there will be a meeting for each DVC Subcommittee focused on the Scope Framework of that particular week, with the Constitution passing. During Q1, knowledge gained will determine the order of the Scope focus for the 12 weeks of each quarter.
Based on the DVC process, the output from the quarter will be updated versions of each Scope Framework based on the discussion and research done during the quarter, as well as the governance style decisions made based on voter support.
Q3 2023:
For the next quarter, we will repeat Q2 with organized and formalized DVC Subcommittee meetings that review each DVC Scope. This will result in three weekly DVC meetings for the next 12 weeks.
Each meeting will review the Scope Framework, how it has been applied to regulate the ecosystem, and what changes can be made to improve results.
Following the Endgame Plan Launch and MetaDAO Launch, Q3 will focus on preparing the Scope Frameworks for the live environment.
Q4 2023:
It is expected that the Scope Frameworks will now be used to regulate and interact with MetaDAOs in a live environment with voter incentives in Q4. Delegates and DVCs will now run governance under the constitution, and MKR whales' influence will significantly diminish.
The main approach of active governance by MKR voters is to modify Scope Framework updates based on DVC governance styles and penalize MetaDAOs.
If the Endgame Plan Launch is to be successful, three urgent priorities must be achieved during the Pregame in addition to operationalizing all critical components of the Pregame, including smart contracts, MetaDAO frontends, clustering, and Maker Core governance reform.
Build community momentum for MetaDAO participation
Communication and education about MetaDAOs and their potential are the top priorities during the Pregame phase, as well as preparing people for simple and effective farming methods to obtain MetaDAO tokens.
MetaDAO clusters must be bootstrapped as early as possible to ensure a successful clustering and onboarding process. It is much more likely that MetaDAOs will be successful if new community members can rely on the experience of existing community members in interacting with the MetaDAO Administration Team.
Attract Maker Core RWA talent
Endgame Plans and MetaDAOs are needed because of the immense social and political complexity in Maker Governance, and nowhere is it more concentrated than with Real World Assets. An RWA Council must be onboarded to help write and interpret the fundamental rules so that all Protectors have an equal playing field, thereby taking the drama and uncertainty out of RWA and instead focusing on scaling and simplifying.
Attract a new generation of professional delegates.
Voter incentives will ensure that a vast amount of currently inactive MKR will become actively delegated, mostly to Recognized Delegates, in the Endgame. This puts much responsibility on them and also concentrates risk. Although we already have experienced delegates, we need to attract new delegates who can specialize in areas of the Scope where we lack expertise and force an up-leveling of the delegate role - along with a significant increase in compensation and responsibility that puts top delegates on par with mandated actors.
A
For
you
know
serious,
you
know
serious,
practical,
thoughtful
and
and
patient
building
and
that's
what
we
will.
You
know
that's
where
we're
finally
getting
to
the
stage
where
there's
enough
kind
of
interconnections
between
all
the
various
the
key
players
at
this
point
that
that
we
can
start
to
get
really
kind
of
reliable
estimate
and
prediction
of
what
the
the
stages
was
going
to
look
like
and
what
the
you
know.
A
What
practically
would
need
to
be
done
at
the
different
points,
and
then
it's
really
starting
to
get
to
the
point
where
we
get
to
organize
the
broader
Dow,
essentially
right
and
get
the
broader
Community
involved
in
actually
contributing.
And
you
know,
sort
of
you
know
contributing
and
doing
stuff
in
all
sorts
of
different
directions
and
all
the
different
places
that
that
stuff
needs
to
be
done
and
still
kind
of
all
pushing
in
the
same
direction.
A
A
A
A
I
wrote
this
forum
post
talking
about
something
like
the
four
major,
like
the
full
big
picture
kind
of
work
streams
in
a
sense
that
that
all
have
to
be
carried
out
over
the
course
of
a
year,
and-
and
you
know
that,
basically
with
all
of
those-
if
we
can
have
all
of
this
done
at
high
quality
and
within
sort
of
and
the
you
know
the
time
available
or
next
year,
then
we're
going
to
have
a
absolutely.
You
know.
Unbelievably
successful
in-game
plan
launch
right
and
we
will
just
complete.
A
But
now
we
kind
of
know
all
the
pieces
and
the
sort
of
you
know
the
plan
sort
of
needs
to
start
changing
and
instead
the
you
know,
it's
all
going
to
be
all
about
cutting
away
things
if
anything
changes
happen
at
all
and
generally
just
as
much
as
possible.
Keep
everything
the
same
in
terms
of
the
planning
and
then
focusing
on
figuring
out
the
steps
or
the
execution
right.
And
so
these
are
four
broad
work
streams,
yeah.
So.
B
A
Just
linked
it
in
the
in
the
chat
right,
it's
a
it's.
You
know,
there's
basically
sort
of
there's
the
smart
contract
work
right,
there's
a
certain
set
of
smart
contracts
that
need
to
be
built
with
the
in-game
plan,
mainly
focused
on
being
able
to
farm
metadata
Turtles
right,
because
that's
kind
of
the
that's
the
big
signature
move
of
in-game
plan
launch
right
is
that
it's
going
to
result
in
this
massive
widespread
distribution
of
fully
decentralized
governance,
tokens
and
a
part
of
that
is.
A
A
Streams
are
something
that
everyone
needs
to
have
their
eyes
on
right,
and
then
we
have,
to
always
kind
of
you
know,
follow
up
on
and
understand
the
current
progress,
what
the
Smart
Country
actually
I,
think
they're
like
reasonably
kind
of
safe
in
a
sense
right.
So
that's
that's!
That's
something
where
there's
a
it's!
It's
looking
really
good
and
it's
relatively
simple.
A
Then
there
is
the
front
end,
the
decentralized
front
end
that
needs
to
be
available
for
every
metadata
to
basically
provide
to
their
prospective
farmers
at
launch
right,
and
that
also
becomes
kind
of
like
the
brand
and
their
the
sort
of
home
base
in
a
sense
right
there.
There
are
some
of
the
the
sort
of
fundamental
answer
to
the
question
of
what
is
a
meta
down.
Basically,
in
most
cases,
what
it
will
look
like
is
that
it's
a
front
end
and
it's
a
decentralized
front,
end
right,
managed
by
a
government.
A
So-
and
that's
actually,
you
know
that's
a
bigger
challenge
right
having
that
and
figuring
that
out,
because
no
one's
really
figured
out
how
to
reset
my
friends
yet
right.
They
don't
really
work
and
it's
difficult
and
when
it's
actually
done,
usually
it's
like
fake
and
you
still
have
domains
and
stuff,
and
we
need
like
real,
fully
resilient
decentralized
front
ends.
Right
that
are
and
sort
of
the
core
requirement.
That's
been
determined
advised
that
they
must
be
downloadable,
because
if
you.
A
Front
ends
that
only
depend
on
an
ethereum
node,
then
you're
sort
of
in
a
you
know,
then
you're
reaching
a
kind
of
a
very
resilient
spot
right
where
you
can
really
resist
sort
of
a
very
serious
failure
of
centralized
infrastructure
and
still
continue
to
function
and
have
things
like
governance,
security
and,
and
you
know,
user
access
to
their
money.
And
this
kind
of
stuff
that
we
we
want
to
achieve
permanently
within
gameplay
right
and
that
needs
to
become
sort
of.
A
Cornerstone.
A
Do
D5
right
you,
basically
you
build
some
smart
contracts
and
then
you
put
a
front-ended
on
it
and
now
whoop-dee-doo
right,
you
gotta
fully
fledged
D5
project,
and
it's
I
mean
that
is
pretty
much
to
large
extent.
That
is
kind
of
what
what's
going
on,
because
The
Meta
does
really
will
more
than
anything
else.
They'll
be
the
place
that
people
go
to
farm
metadata
tokens
and
the
products
that
that
people
use
in
the
metal
front.
It
will
very
often
be
the
products.
A
I
mean
it'll,
be
like
the
products
you
can
use
for
farming
or
you
might
even
directly
based
on
in
the
sense,
if
we're
going
to
get
a
farm,
even
if
it
isn't,
those
will
be
always
very,
very
attractive.
Products
right,
like
the
vaults
that
you
can
use
in
a
metadata,
you'll
always
have
certain.
You
know
either
die
vaults
right,
like
State
eth
bolts,
that
just
like.
Not
only
is
it
State
Eve,
which
is
already
great,
but
you
can
earn
this.
A
This
very
attractive
yield
on
top
of
it
right
and
it's
native
and
it's
risk-free,
and
all
of
that
right
so
and
that's
I
mean
the
endgame
smart
contracts.
They're
the
yield,
farms
and
the
front
end
is
like
that's
the
place
where
you
access
them
right.
Then,
of
course,
there's
also
like
there's
also
going
to
be
a
bunch
of
additional
features,
but
they're
like
less
you
know
the
really
essential
thing
to
take
away
in
terms
of
what
are
the
smart
contracts
and
what
are
the
front
ends?
A
A
Think
in
the
in
the
foreign,
like
the
cluster
Journey,
which
is
kind
of
like
this
process
of
like
the
cluster
coming
together,
the
teams
that
want
to
onboard
intermatodes
coming
together,
which
is
already
happening,
and
actually
already
very
Advanced,
and
looking
very
good
in
terms
of
viable
business
models
and
and
high
quality
lean.
You
know,
you
know:
Lean
Startup,
like
teams.
A
And
then,
on
the
other
hand,
it's
about
kind
of
crystallizing
communities
to
life,
and
we
haven't
really
gotten
to
that
yet,
and
we'll
talk
a
little
bit
about
that
on
this
call.
If
we
have
time
and
then
eventually
those
two
need
to
kind
of
interact
right
and
that
needs
to
basically
have
them
and
be
ready
by
the
time
the
launch
happens,
because
the
metadars
have
to
then
get
farmed
on
these
front
ends.
A
We
build
then
people
Farm
them,
then
after
farming
them
they
can
use
the
tokens
to
vote
with,
and
then
hopefully
they
vote
to
onboard
the
Clusters
that
have
been
prepared
to
basically
get
onboarded,
but
it
wasn't
going
to
be
there.
Some
of
the
free
will
right
there
sort
of
their
their
independent
decision,
because
the
meta
does,
you
know,
are
sort
of.
You
know:
they're
born
decentralized
right.
A
So
what
that
means
is
any
decision
they
make
right
from
the
moment
that,
and
the
tokens
are
distributed,
are
based
on,
like
their
independent
assessment
of
expected
value
right.
So
the
Clusters
have
to
be,
like
you
know,
like
value,
creating
to
a
point
where
it's
it's
possible
to
convince
a
decentralized
community
that
this
is
like.
This
is
clearly
going
to
create
value,
and
only
then
will
they
get
on
board,
but
the
whole
I
mean,
but
they'll
basically
spend
a
whole
year
preparing
for
that
right.
A
A
And
then
the
final
piece
and
that's
really
what
we'll
get
into
after
this
little
monologue,
is
governance.
Reform
of
make
a
call
right.
So
that's
stuff,
like
the
Constitution,
the
Scopes
delegate,
compensation,
DVC,
kind
of
ranking
and
competition
between
delegates,
competition
between
dvcs
and
understanding.
All
these
like
weird,
so
you
can.
You
know
unique
kind
of
incentives
that
are
going
to
exist
and
edge
cases
and
and
conflicts,
and
especially
kind
of
I
mean
it's
going
to
take
a
while.
A
But
it's
what's
going
to
be
really
really
important,
is
understanding
sort
of
the
escalation
processes
that
are
kind
of
built
into
the
whole
system
for
conflicts.
Basically,
because
one
of
the
key
things
that
in
gameplay
assumes
is
that
eventually
people
will
be
corrupt
and
there
will
be
all
these
attempts
to.
A
Basically,
you
know
like
take
over
governance
or
change
governance
to
some
sort
of
to
benefit
like
like
either
for
some
like
corrupt
personal
benefit
or
maybe,
even
due
to
like
you
know,
random
negligence
or
or
whatever,
right
and
and
then
the
problem
is
that
there's
not
like
once
you've
got
voter
incentives
in
place.
The
delegates
run
the
show
right.
The
whales
are
no
longer
going
to
have
the
ability
to
sort
of
decide,
even
if
they
all
pool
all
their
votes,
it
will
not
be
able
to
overcome.
A
Right
and
so,
as
a
result,
the
delegates
will
will
be
kind
of
where
the
the
sort
of
the
power
to
to
Really.
You
know
protect
the
executive
votes
and
you
know
swing,
big
votes
will
happen,
and
so,
as
a
result,
the
delegates
themselves
have
to
be
regulated
and
that's
kind
of
one
of
these
really
core
tenets
of
an
implant
right
that
that
process
of
like
regulating
the
ones
who
have
all
the
power,
putting
chicks
these
sort
of
circular
checks
and
balances
on
the
different
actors.
A
A
So
we
need
to
start
early
with
that,
because
that's
every
this
is
everything
right.
This
is
like
the
fundamental
thing
where
there's
certain
call
community
members
need
to
be
able
to
understand
these
like
basic
Dynamics
and
make
sure
that
they
are
so
aware
if
it's
spiraling
out
of
control
and
take
steps
to
prevent
that
and
as
long
as
that's
the
case
as
long
as
you
have
motivated
and
shareholders
that
understand
the
overall
equilibrium
and
that's
safeguarded
and
and
basically
protect
their
own
interests
and
protect
the
interest
of
all
and
care.
A
All
this
then,
as
sort
of
debate,
that's
sort
of
the
thesis
of
end
game
plan
right
is
then
the
whole
system
will
just
function
will
be
fully
decentralized.
It'll,
be
you
know,
value
generating
it'll
be
a
self-growing,
it
will
be
self-sustainable.
All
of
these
things
will
kind
of
like
have
them,
based
on
the
core
kind
of
security
and
core
Integrity
that
are
provided
by
the
MK
holders
that
are
actually
active
and
sort
of
safeguarding
the
system
against
the
the
kind
of
corrupt.
A
Yes,
so
we'll
talk
about
dvcs,
we'll
talk
about,
you
know
Scopes
and
we'll
talk
about
the
Constitution
and
all
these
things
are
connected
very
closely.
So
it's
all
sort
of
one
single
connected
thing
and
yeah.
Actually,
okay,
so
actually
the
simple
place
to
start
is
to
say:
what's
the
like?
Fundamentally,
what
is
the
Constitution
right?
A
So
you
can't
sort
of
get
paid
to
try
to
undermine
the
status
quo
right,
which
I
mean,
which
is
a
weak
protection,
because
then
you
can
still
just
have
corrupt
actors
such
as
pretend
that's
the
case
right
and
what's
more
important.
Is
you
can
sort
of
actually
Define
in
Greater
detail?
What
exactly
does
this
mean
right
and
immediately?
That's
actually
where
the
Scopes
come
in
right,
because
then
the
Scopes
are
these
kind
of
like
high
level
definitions.
These
12
elements
right
basically.
B
A
B
A
Got
it
yeah,
that's
like
a
really
useful
way
to
to
just
like
get
a
sense
of
what
it
kind
of
looks
like
in
terms
of
locking
down
governance.
Right
by
saying
everything
goes
through
the
Scopes
everything
happens
in
certain
predetermined
ways
and
and
then
that's
how
all
the
actors
injure
like
all
the
different
players
entering.
A
They
are
kind
of
independent
maker
call
level
actors,
and
one
thing
that's
so
unique
about
them-
is
that
they're
never
they're,
never
kind
of
uniformly
chosen
or
something
like
that
right,
like
they
never
they're.
All
like
you
know,
delegate
is
always
picked
by
some
specific
people.
Delegate
to
that
person
and
a
DBC
is
people
just
showing
up
to
a
meeting
and
budget
allocators
kind
of
like
delegates
in
that
they're
also
sort
of
chosen.
A
You
can
have
a
completely
different
form
of
relationship
where
maker
can
be
sort
of
very
slow
and
very
trusting
in
a
sense,
because,
there's
always
collateral
you
can
you
have
recourse
against
if
that
trust
is
abused
or
there's
negligence
or
whatever,
okay,
but
so
then
the
boxes
right.
They
are
like
data
Scopes
and
in
a
sense
they're
like
the
recipe
I
mean
I
was
just
talking
about
this
right
that
you
have
to
lockdown
governance.
You
have
to
make
sure
everything
stays
the
same
because
anytime,
that
there's
some
attempt
to
change
it.
A
It
could.
You
know
it
could
not
just
affect
the
first
order,
saying
you're
trying
to
change.
It
could
have
a
second
order
effect
on
the
entire
political
Dynamic
right
and
it
could
accidentally
sort
of
centralize
everything,
because
you
thought
you
were
changing
a
little
bit
with
real
assets
and
then
you
ended
up
putting
all
the
collateral
in
the
hands
of
a
single
company
or
something
and
now
that
company
effectively
controls
government.
A
So
that's
a
super
extreme
example
right,
but
but
like
in
practice,
it's
more
like
sliver,
slope
kind
of
risks
that
exist
across
the
board,
because
there's
just
no
make
like
it's
a
it's
all:
a
giant
power
vacuum
right.
So,
basically,
as
soon
as
you
go
down
a
celebrity
Salon
where
you
start
to
sort
of
go
in
the
direction
of
you
know,
making
some
exceptions
here
and
and
having
some
some
insiders
there.
Then
that's
only
going
to
grow
our
time.
There's
not
really
a
way
to
resist
that.
A
If
it's
already
in
place,
unless
you're
able
to
resist
it,
you
sort
of
prevent
it
from
happening.
Even
the
very
first
step
onto
the
slippers.
Look
right!
Isn't
that
must
be
permitted
right,
and
so
that's
what
these
boxes
of
all
like?
That's
the
Scopes
and
the
scope
Frameworks,
which
are
these
very
maximally,
defined,
clear
rules
around
how
everything
in
the
dial
is
done,
end
to
end
and
nothing
sort
of
Falls
outside
of
them
right.
It's
just
all
covered
by
those
and
there's
just
nothing.
A
Essentially,
so
you
have
a
kind
of
a
delegates
they
can
just
like
they
can't
just
like
I
mean
they
actually
can,
but
it's
not
the
most.
The
most
convenient
thing
to
do
is
to
to
like
to
delegate
to
a
delegate
that
then
follows
some
kind
of
strategy
that
is
known
to
be
like
that
that
has
sort
of
gone
through
a
committee
of
actual
independent
MPL
holders,
so
that
you
know
that
there
is
this.
A
Like
check
in
a
sense
that
there's
been
people
who
have
the
same
incentive
as
as
you,
if
you
have
your
MPR
and
you're
delegate
to
someone,
you
know
that
that
person
will
vote
according
to
a
sort
of
strategy.
That's
been
vetted
by
a
group
that
had
the
exact
same
incentives
as
yourself
as
an
employer
and
then
we'll
just
totally
ignore
the
budget
allocators
and
that's
kind
of
a
that's.
A
How
I'm
making
the
system
more
advanced
because,
of
course,
in
practice,
so
much
of
the
politics
and
so
much
of
the
conflict
and
the
complexity
is
all
about
budgets
and
allocating
resources.
There
needs
to
be
kind
of
a
dedicated
mechanism
for
that
when,
when
did
you
know
when
we
really
wanted
to
scale,
but
we
are
we,
we
can
hold
off
on
that.
Initially,
it's
a
sort
of
add
that
as
it's
necessary
as
when
we
scale
even
further
foreign.
B
A
And
then
let
me
look
at
some
of
the
questions
here
that
we
can
basically
already
get
into
answering
right.
So,
first
of
all,
I'll
focus
on
the
dbcs
now
so
we'll
go
back
to
the
Constitution
question
in
a
second
that
that's
when
we
sort
of
get
down
to
the
timeline
which
is
we'll
get
to
it
a
little
bit,
but
first
we're
talking
about
what
is.
Does
every
DVC
cover
all
12
Scopes?
A
And
the
answer
is
basically
that
that's
determined
by
whether
it's
a
as
a
regular
DVC
or
it's
a
recognized
TBC,
so
kind
of
a
regular
DVC
is
actually
just
like
whatever
it's
sort
of
a
nun
like
that.
Just
means
anybody
any
type
of
situation
where
you
have
MPR
holders
getting
together
having
a
recorded
call
discussing
governance
stuff,
that's
basically
a
DBC
right
and
that's
what
makes
it
decentralized
that
it's
something
anyone
can
do
and
it's
sort
of
a
valid
right.
A
It's
a
like
it's
a
valid
and
and
actually
very
important
and
helpful
thing
that
you
have
people
aligning
as
MPR
holders
and
sort
of
you
know,
coordinating
the
votes
and
and
sharing
their
kind
of
thinking
around.
Why
to
vote
for
certain
things
and
why
it's
their
interest
to
do
so?
Smkold
well,
then
recognize
dvcs.
A
They
are
kind
of
in
a
sense
kind
of
like
recognize
delegates.
They
go
through
a
time
of
sort
of
an
anti-spam
mechanism
that
makes
them
more
structurally
reliable
in
the
overall
and
game
equilibrium.
Basically,
and
they
become
then
this
kind
of
like
fundamental,
like
you
know,
security
mechanism
that
that's
a
part
of
the
whole
equilibrium.
A
It's
gonna
basically
help
the
protocols
help
the
doubt
from
falling
apart,
even
in
the
super
long
term,
when
you
can
have
you
know
very,
you
know
lots
of
corrupt
actors
who
coordinated
attacks
and
all
that
stuff
and
the
main
thing
that
characterizes
a
recognized
DVC
is
so
first
of
all,
it's
compliant
with
the
Constitution
right.
So
there's
some
kind
of
requirement
around
pledging
to
uphold
endgame,
State
and
kind
of
staying
within
certain
boundaries
in
terms
of
of
trying
to
change
things
which
is
very
weak
and
we'll
get
to.
A
A
But
but
that's
the
first
thing
right,
so
sort
of
end
game,
in-game,
Constitution,
compliant
and
and
aligned
right
with
the
meditating.
The
in-game
equilibrium
and
understanding
that
that
is
the
most
essential
element
of
the
dial
surviving
right
is
that
you
have
the
stability
of
the
fundamental
governance
framework
and
then
the
second
thing
is
that
you
have
at
least
one
registered
nkr
voter.
Basically,
so
there
has
to
be
at
least
and
essentially
like
one
address
with
NPR
or
some,
maybe
some
serial
knowledge
thing
in
the
long
run
or
something
right.
A
Every
kind
of
long-term
governance
cycle,
which
initially
is,
will
be
a
quarter.
That
seems
to
be
the
right
choice,
initially,
maybe
longer
term.
It
could
be
a
longer
cycle
because
it
could
end
up
being
that
there's
so
many
details
that,
and
also
things
have
stabilized
so
much
that
you
don't
need
to
kind
of
change
and
sort
of
react
to
to
new
information
every
quarter.
A
It
creates
a
sort
of
fundamental
like
foundation
for
the
entire
Dao
that,
ultimately,
the
people
who
are
running
it
are
running
it,
sort
of
for
the
the
sake
of
the
project
itself
and
the
purpose
of
the
project
and
the
overall
vision
and
goals
of
the
project
rather
than
their
own
personal
benefit.
Right.
A
If
you
don't
have
that
element,
then
you
can't
do
it.
It
just
fails
because
you
like
the
right
move,
is
to
take
control
and
and
abuse,
can
abuse
the
control
right.
That's
how
you
you
gain
the
most
in
a
doubt,
because
that's
in
fact,
I
mean
that's
one
of
my
favorite
ways
to
one
of
my
favorite
ways
of
ways
to
argue
for
that
is
to
say
that
corruption
is
legal
in
a
doubt.
A
A
A
So
it's
the
protocol,
engineering
scope,
doing
a
good
job
in
spelling
out
the
processes
necessary
to
expand
to
new
l2s
in
a
way,
that's
reasonable
and
sane,
and
and
cost
effective
and
low
risk
and
and
so
on,
and
like
fits
with
the
current
conditions
in
the
market
and
in
the
user
basis
and
and
then
especially,
sort
of
doing
a
retrospective
review
right
of
like
okay.
So
we
made
some
you
know
so.
A
We
need
to
sort
of
slow
things
down
right
and
be
like
we
need
to
to
change
the
scope,
the
scope
framework
so
kind
of
like
this,
almost
like
it's
a
mini
Constitution
for
that
particular
area
like
that
particular
Focus
area,
and
then
you
write
like
the
language
needs
to
be
changed
to
instead
require
behavior.
That
is
much
more
like
patient,
essentially
right
sort
of
that
that
is
expected
to
prevent
the
kind
of
of
problems
better
than
you
know.
That's
been
observed
right
and
the
other
question
other
thing
could
also
be
possible.
A
If
you
see
some
good
developments,
then
that
means
might
mean
you
want
to
make
some.
You
want
to
go
even
further
with
some
changes
that
have
already
made
right
and
for
like
growth,
it
could
be.
You
know,
marketing
campaigns
that
are
successful
or
unsuccessful,
or
you
know
demographic
targets
or
Geographic
targets
or
something
that
are
whatever
that.
For
some
reason
you
want
to
sort
of
then
control-
and
this
is
all
at
the
maker
governance
level
right.
A
So,
actually
you
always
want
to
make
this
as
flexible
and
as
high
level
as
possible,
like
maybe
you
don't
really
want
to
micromanage,
demographics
or
geographies,
or
something
for
marketing
actually
like.
If
you
can
avoid
it,
you
wouldn't
want
to
do
that.
You
would
want
to
have
the
scope
itself
be
even
more
sort
of
like
the
scope
framework
be
even
more
open-ended
and
then
that's
kind
of
what
you
may
be
adjusting
right.
A
It's
like
okay,
there's
a
little
bit
too
much
flexibility
and
we
saw
some
crazy
things
a
little
bit
too
far
out
and
then,
let's
maybe
close,
the
this,
this
kind
of
put
some
more
restrictions
so
that
we
get
the
kind
of
solid
stuff
that
we
want
to
see
right.
So
we
don't
see
too
much
risk
taking
in
marketing,
for
instance,
right
and
and
for
then
you
have
other.
A
Then
you
get
into
like
the
real,
complicated
stuff
right,
well,
legal
structure
and
jurisdictional
risk
and
all
that
stuff
and
all
together
these
like
these
part,
these
full
Scopes
here
called
the
primary
scopes,
they're
kind
of
like
the
ones
where
all
the
work
gets
actually
done
so
they're,
the
ones
that
actually
I
mean
that's
what
you
need
for
maker
to
function
and
then
game
right.
You
have
the
ability
to
expand
the
protocol
itself
and
maintain
the
program
itself.
You
have
the
ability
to
manage
decentralized
collateral.
A
Is
they
control
all
the
incentives
and
all
kind
of
like
the
directions
and
and
kind
of
like
it's
not
really
orders,
but
maybe
you
think
it
was
like
decentralized
commands
or
decentralized
orders
that
are
provided
from
make
by
make
a
call
to
The
Meta
task
in
the
form
of
various
incentives.
So
this
is
like
how
so
the
scope
sort
of
regulates
so
like?
How
do
you
pay
someone
to
do
some
piece
of
work
right?
You
can't
just
have
him
care
holders
will
to
be
like.
A
A
A
And
so
the
answer
is
basically,
yes,
and
actually
everything
in
the
engagement
like
the
end
line
is
like
extremely
enforcement
focused
right,
so
it's
kind
of
like
real
law
in
the
real
world
where,
when
you
write
a
law
like
it's
really
all
about
the
punishment
for
breaking
it,
mostly
right
and
so
the
the
Scopes
and
the
Constitution
sort
of
function
in
the
same
way
that
they're
most
I
mean
they
will
also
have
stuff.
That
is
unenforceable
that
is
sort
of
philosophical
in
a
sense
or
maybe
Visionary,
or
something
like
that.
A
A
So
you
create
real
incentives
and
sort
of
real
kind
of
direction,
right
that
that's
reliable,
Beyond,
hoping
that
everybody
keeps
being
honest
and
and
aligned
right
and
that's
actually
all
like
it
relies
on
the
on
the
metadas
of
cells
have
a
collateral
Zone,
but
it
actually
really
relies
on
the
type
of
metadata
called
the
governor
Metallo,
which
is
sort
of
a
next
level
of
complexity
that
we're
going
to
to
actually
not
even
get
into
for
the
for
the
in-game
plan.
Launch
we'll.
A
That's
actually
a
dial.
That's
consists
of
token
holders
trying
to
avoid
penalties
and
trying
to
take
actions
that
will
then
sort
of
keep
keep
the
Machinery.
Turning
while
not
getting
any
penalties
and
earning
you
know,
earning
income
for
for
following
the
kind
of
all
the
processes
spelled
out
in
the
Scopes
and
the
Constitution.
A
And
then
the
question
of
how
do
we
incentivize
creation
of
dvcs,
and
so
the
thing
is
again
like
the
DVDs
have
to
be
voluntary
right
if
a
DVC,
if
you
had
like
a
real
sort
of
professionalized
TVC,
you
like
some
full-time
DBC,
something
then
if
you
give
them
the
ultimate
power
and
so
the
highest
level
decision-making
authority
to
the
system,
then
they'll
use
that
to
consolidate
that
power
right.
So
it
doesn't
work.
A
If
you
have
only
people
that
are
like
driven
purely
by
Financial
incentive
space
in
the
NFL,
you
just
can't
make
it
function.
You
always
then
end
up
with
something
decentralized
and
you'll
fall
back
on
a
legal
system
and
it'll
kind
of
get
wiped
out
in
practice.
But
but
in
theory
that's
sort
of
the
the
problem
is
that
you
can't
like
that
Financial
incentives
alone.
You
know,
don't
really
I
mean
they
incentivize
short-term
cooperation,
but
they
don't
necessarily
incentivize.
A
A
But
can
they
can't
be
too
high
because
it
can't
be
a
professional
thing
right,
but
I
think
what's
more
important
is
to
make
sure
that
every
single
structure
and
layer
and
interface
across
the
board
in
maker
governance
is
all
optimized
to
kind
of
like
serve
the
the
kind
of
convenience
of
the
DVC
members
right
so
like
participating
in
DVC
should
be
kind
of
like
feeling
like
you
get
to
a
play,
CEO
you
know
as
a
hobby
or
something
like
that
right,
of
course,
in
practice,
it's
kind
of
limited.
What?
A
Many
people
like
it's,
going
to
be
limited,
how
many
people
participate
and
there's
going
to
be
a
whole
bunch
of
like
checks
and
balances
in
place,
and
the
most
important
thing
again
is
just
like
the
sort
of
the.
If
you
know
like
today,
it's
gonna
it
can
be
a
little
bit
hostile
right
to
be
an
outsider
with
NPR
trying
to
figure
out.
A
A
Making
it
harder
to
unlock
I
mean
how
to
get
out
again,
but
then
getting
some
kind
of
bigger
return.
So
you
can
create
this
little
class
of
super
back
holders.
Right
that
are
sort
of
separate
I
mean
that
can
be
sort
of
you
know
you
have
like,
maybe
the
Free
Runners,
all
the
way
out
on
the
on
the
the
the
edges
right
and
then
you
have
sort
of
the
the
regular
participants
and
governance
more
towards
the
middle
and
then
in
the
very
middle.
A
You
have
these
like
completely
devout
True,
Believers,
right,
community
members,
right
that
participate
in
dvcs
and
and
maybe
have
so
much
value
locked
into
the
system
that
is
like
they.
It
reaches
a
point
where
there
is
actually
sort
of
a
real
personal
incentive
to
participate
in
dvcs,
because
if
you've
got
too
much
money
at
stake
and
you
can't
easily
exit,
then
you
can't
let
the
ship
fall
apart.
Right,
you've
got
to
go
in
there
and
make
sure
things
are
going
like
are
running
the
way
they're
supposed
to
do
right.
A
A
This
will
like
the
whole
thing,
like
especially
the
question
of
delegates
versus
dvcs.
How
do
they
keep
each
other
in
check
and
there's
a
whole
element
of
that
which
is
like?
How
does
that
reflect
in
the
front
ends?
I
mean
and
yeah
I
don't
want
to
go
that
way,
because
then
we'll
spend
the
rest
of
the
call
talk
about
that.
A
You
know
compared
to
the
sort
of
Unstoppable
force
of
the
anonymous
masses
of
incentivizing
shareholders
and
also
you
know,
when
I'm
completely
out
of
the
picture
right,
I've
pulled
out
and
and
everything's
just
sort
of
running
itself
right,
then
it
will
all
just
keep
running
based
on
that
sort
of
original.
Almost
like
algorithm,
that's
created
through
the
Constitution
and
and
how
that
interacts
with
Elegance
dvc's
front
ends
and
some
other
actors.
A
Cool
okay.
So
let's
talk
about
the
timeline,
that's
the
other
thing
I
really
wanted
to
to
get
to,
so
we
get
sort
of
a
sense
of
when
it
becomes
especially
when
it
will
really
become
possible
to
to
participate
right
and
how
to
participate,
and
so
basically
I
sort
of
view.
The
next
steps
in
these,
like
five,
the
next
five
quarters
right,
that's
the
that's
the
pre-key
right,
so
we've
got
the
rest
of
2022
and
then
we
got
all
of
2023
right
and
sometime
at
the
end
of
2023.
A
You
know
that's
necessary
at
this
point
to
help
all
these,
like
you
know,
slightly
crazy,
deep
governance,
nerds
that
we
have
on
this
call
right
fits
sort
of
the
puzzle
together
right,
that's
kind
of
what
I
think
I
mean
there's
the
the
thing
about
the
in-game
plays
is
very
circular,
so
it's
hard
to
kind
of
like
start
from
one
point
and
then
list
through
the
whole
things
and
then
just
like
then
figure
it
out.
Rather
it's
kind
of
like
a
circle
where
you
keep.
A
You
need
information
in
one
spot
to
unlock
the
next
sort
of
stage,
and
then
what
happens?
Is
you
just
keep
circling
the
circle
in
a
sense,
as
things
start
to
make
sense
so
yeah.
So
that's
you
know,
that's
what
we
all
just
like
focus
on
like
just
whatever
burning
questions.
People
have,
if
you
in
this
eq4
and
then
just
basically
talking
about
the
preparation
for
the
next
steps
right.
A
A
That,
at
this
point,
will
still
be
the
same
kind
of
like
ad
hoc
talking
about
what's
the
current
pressing
thing
and
kind
of
like
teaching
the
community,
rather
than
actually
running
like
actually
running
the
the
governance
process
through
DVC
meetings
right
so
at
that
point,
it
will
still
not
be
DVC
subcommittee
calls
it'll
be
more
like
end
game
calls
or
whatever
right,
but
but
we'll
achieve
the
effect
of
first
of
all,
having
a
lot
of
like
kind
of
building
up
the
bandwidth
right
of
really
having
a
lot
of
heavy
duty.
Information
sharing.
A
So
basically,
following
up
on
the
four
big
work
streams
and
and
especially
diving
into
the
scope
Frameworks
and
how
they
they
interact
and
how
the
Constitution
interacts
with
all
of
it
and
kind
of
dealing
with
the
most
important
burning
questions
there,
because
at
the
end
of
this
time
you
know
the
the
draft.
The
initial
draft
versions
of
the
Constitution
and
the
12
scope.
Frameworks
will
then
be
posted
by
me.
A
So
it's
not
going
to
be
like
a
big
process
to
have
them
very
polished
before
they're
published,
and
it
said
instead,
it's
like
to
have
a
kind
of
a
starting
point
to
then
really
get
into
the
real
way
that
mayor
governance
is
supposed
to
work
in
the
long
run,
which
is
to
continuously
iterate
on
them
and
in
these
Cycles
right
and
then
so
in
Q2.
That's,
basically
when
we
should
aim
to
have
the
Constitution
passed
like
the
very
first
version
of
The
Constitution
pass,
because.
A
Is
what
kicks
it's
like
puts
the
dvcs
in
place,
essentially
like
yeah,
formally
kind
of
activates
them
in
a
sense
as
a
sort
of
this,
this
critical
governance
tool,
and
so
one
of
the
things
that
will
happen
at
this
point
is
that
it
will
tie
delegate
comments
like
it
will
increase
delicate
compensation
like
change.
A
bunch
of
rules,
raise
your
delegates
and
we'll
talk
about
that
soon
about,
like
my
my
proposal
for
How,
like
I
mean,
which
is
something
I
mean
it's
such
a
fundamental
thing.
A
We
just
don't
fully
understand
what
we
are
messing
with
innocence,
but
as
long
as
the
Constitution
itself,
like
initial
kind
of
malleable,
like
still
editable
version
of
The
Constitution
gets
out,
then
the
process
itself
begins
right,
and
then
we
get
into
this
Q2
that
begins.
That
becomes
the
first
kind
of
end
game,
long-term
governance
cycle
right,
where
basically
for
an
entire
quarter
every
single
week
over
a
period
of
12
weeks,
we'll
have
three
DVC
subcommittee.
A
A
Fundamentally
so
the
first,
the
first
principle
is
that
there's
going
to
be
three
of
them
right,
so
you
don't
have
the
two-party
system
and
sort
of
locked
in
this
like
endless
fight
to
the
death
right.
But
so
you
have
three.
So
you
get
this
more
like
flexible
and
sort
of
multi-dimensional
spectrum
right
of
of
of
like
different
governance.
Styles,
that
can
be
mixed
and
matched
in
different
ways
for
the
different
Focus
areas.
A
Like
the
you
know,
something
similar
to
the
the
Hawks
and
doves,
but
just
with
the
different
name
rights
you
have.
You
have
a
DVC,
a
launch
DVC
a
launch,
recognized
DVC
equals
Surplus
right,
which
is
sort
of
this
more
easily
understood
version
of
hawks
right.
So
basically
like
a
governance
style
that
focuses
on
on
generating
Surplus.
A
And
basically
you
know
using
that
as
sort
of
this,
the
source,
like
the
sort
of
the
the
critical
way
to
achieve
success
right,
is
to
make
sure
that
there's
a
there's,
a
lot
of
income
being
generated
and
there's
a
big.
You
know:
Surplus
buffer,
there's
a
lot
of
capital.
There's
a
lot
of
burning,
there's
a
lot
of
Elixir,
providing
liquidity
and,
and
you
know,
cutting
costs
in
order
to
allow
for
more
organic
sort
of
bottom-up
processes
and
then
just
like
making
sure
that
there's
a
lot
of
value
in
the
system
right.
A
This
system
generates
a
lot
of
surplus,
and
then
you
can
you
can
you
can
use
that
to
sort
of
offset,
but
you
can
I
mean
you.
Can
alongside
that,
have
lower
costs,
that's
a
lower
active
kind
of
actions
right
and
then
across
from
that
and
or
whatever
right
like
on
the
on
the
other
end
of
that
Spectrum,
you
have
growth,
so
the
growth
DBC,
which
is
then
the
doves
right
and
that's
kind
of
the.
A
So
if
Surplus
is
sort
of
short-term
focused
in
a
sense
right,
growth
is
then
long-term
purpose
right.
So
that's
the
idea
that
look
we
need
to
sort
of
spend
our
Surplus.
Essentially,
we
need
to
I
mean
we
need
to
spend
our
immunity
rather
than
investing
like,
rather
than
turning
our
economic
power
into
capital
accumulation.
We
need
to
turn
it
into
growth
in
order
to
accumulate
more
capital
in
the
long
term
right.
A
So
that's
more
about
like
spending
on
on
expansion
and
Innovation
and
marketing,
and
and
also
it's
more
like
top-down,
in
a
sense
right
that
that,
because
it's
sort
of
the
growth
needs
to
come
from
governance,
putting
in
place
the
growth,
whereas
in
surface
it's
more
like
government
sort
of
holds
off,
ensures
us
plenty
of
like
value
generation
happening
in
the
equilibrium,
and
then
that
takes
care
of
the
growth.
In
essence,
right,
so
the
growth
becomes
sort
of
a
the
growth
becomes
a
second
order
effect
based
on
the
server
strategy.
A
A
So
so
that's
it's
kind
of
like
it's.
It's
like
a
you
know,
it's
a
view
of
like
saying
that,
actually
we
don't
you
know
we
can.
We
can
let
go
of
both
Surplus
and
growth.
If
that
means
we
don't
die
right
and
then,
if
we
survive
then
that'll,
you
know
if
you
survive
and
nobody
else
survives,
then
that's
sort
of
worth
infinite,
Surplus
and
growth
right
and,
of
course,
it's
not
about
being
sort
of
black
and
white
and
totally
crazy.
A
It's
immediately
off-board
all
rival
assets
would
be
completely
unreasonable
right
because
that
you
know
it
needs
to
be
more
practical
than
that,
because
if
you
really
want
the
impact-
and
you
want
to
actually
provide
you
know
resilient
Finance
to
people,
so
you
it
actually
matters,
then
you
have
to
be
strategic
about
more,
like
managing
the
risk
rather
than
following
some
dark
map
right
and
so
so
resilience
isn't
just
about.
Let's
try
to
switch
to
Phoenix
mode
click
to
Phoenix
stands
immediately.
A
It's
maybe
more
about,
let's,
you
know,
make
sure
there's
plenty
of
resources
available
to
do
all
the
monitoring
we
need
and
all
the
kind
of
things
we
need
to
understand
when
it's
time
to
switch
to
Phoenix
stance
and
also
do
a
bunch
of
political
lobbying
and
legal
structuring
and
insurance.
You
know
legal
insurance
and-
and
you
know
best
in
class
privacy
tools
and
all
this
kind
of
stuff
right.
A
Yeah,
so
those
are
like
the
three
dbcs
right
and
then
like
there's
a
question
who
will
head
these
dvcs
in
the
beginning
right
and
so
basically,
I
will
myself
like
bootstrap
them
all
right,
so
I'll
be
on
all
the
three
calls
and
then
I'll
take
on
the
head,
the
Surplus
head
and
the
growth
head
and
the
resilience
head,
and
then
whoever
else
you
know
wants
to
join
will
then
be
able
to
join
BC
and
I.
Guess
from
the
beginning,
we'll
have
compensation
in
place.
A
That's
that's
motivated
purely
by
by
Spark,
which
I
think
is
is
realistic,
right
and
hopefully
it's
more
than
just
one,
but
it
could
be
just
a
small
amount.
It
could
be
sort
of
a
small
group,
that's
of
changing
and
not
necessarily
always
the
same
as
long
as
it's
just
at
least
just
one
actually,
where
it's
going
to
work.
In
theory,
at
least.
A
Because
that's
why
they're
voting,
but
you
know
they're
being
paid
to
vote
so
they'll
click
whatever
is
sort
of
popping
up
for
them
and
then
they'll
move
on
right,
and
this
is
of
course
the
downside
of
incentivized
voting.
Is
that
now
you're,
not
selecting
for
spark
at
all
right
I
mean
you're
you're,
barely
getting
any
smack
out
of
people
at
all
right
but
of
course
it's
necessary
because
we've
seen
without
it,
you
just
don't
get
any
participation.
A
So
it's
kind
of
this
is
very
equivalent
to
the
idea
that
delegates
should
ask
what
the
people
who
delegate
to
them
want
right
and
then,
as
you
vote
according
to
that,
but
of
course
in
practice,
especially
if
it's
incentivized
Motors
they're,
very
very
unlikely
to
ever
answer
anything
that
delegate
says
right.
They're,
probably
never
going
to
check
in
like
most
of
them
will
never
check
on
governments
ever
again
other
than
that
moment
when
they
delegated.
So
the
whole
point
is
the
dvcs
represent
a
sort
of
simplified
kind
of
Universe.
A
A
And
then
there's
this
like
very
essential
kind
of
fundamental
principle,
which
is
that
delegates
are
supposed
to
implement
more
than
one
strategy,
and
this
is
also
to
prevent
them
from
building
this
kind
of
personal
political
brand.
So,
rather
than
sort
of
entrenching
themselves
as
like
political
figures,
they
need
to
be
more,
like
you
know,
Guardians
of
the
constitution
in
a
sense
right
and
Guardians
and
like
the
the
healthy
and
integral
governance
process
right
and
by
basically
incentivizing
them
to
follow
more
than
one
voter
strategy.
A
A
Basically
that
that
creates
I
mean
that's
designed
to
create
and
something
like
a
Nash
equilibrium
that
ensures
that
the
best
choice
for
delegates
is
to
be
objective
and
to
sort
of
try
to
truthfully
follow
the
dbcs
wanted
to
do
as
long
as
the
dbcs
themselves
aren't
screwing
around
right,
because
the
dvcs
could
of
course,
also
be
a
risk
and
there's
a
whole
like
there's
mechanisms
to
deal
with
that.
As.
B
A
Yeah,
okay,
so
let's
get
back
to
like
agenda
and
experts
and
and
all
of
that
stuff
right,
because
then
that's
kind
of
the
last
piece
deposit
right
so
q1
in
Q4
and
q1
it'll,
be
this
kind
of
very
scramble.
Ad
hoc
thing,
that'll
be
where
it's
still
gonna
be,
like
primarily
me
sort
of
teaching
trying
to
teach
the
different
actors
how
to
like.
A
It's
been,
it's
been
decided
through
the
Constitution
that
the
first
topic
every
quarter
is
stability
and
liquidity,
for
instance,
I
mean
and
there's
a
whole
thing.
We
have
to
figure
out
around
like
the
dependency
of
the
different
things.
Stability
and
liquidity
is
like
one.
That
often
comes
up
as
like
this
is
a
this
is
like
a
scope.
A
You
need
to
figure
out
before
you
can
kind
of,
like
it
sort
of
blocks
a
bunch
of
other
Scopes,
including
decentralized
collateral
and
realized
equilateral
that
are
very
essential
right
so
by
starting
off
with
stability,
liquidity
sort
of
initially.
Basically,
the
governance
then
has
to
take
a
view
on
what
do
we
want
to
do
with
like
asset
liability
management,
liquidity
risk
and,
and
especially
the
really
big
one?
Is
the
die
savings
rate
right
and
figuring
out
what
to
do
with
the
dice
savings
rate?.
A
And
then,
of
course,
the
point
is
that
I
mean,
as
I
was
saying
earlier,
it's
supposed
to
be
easy
and
convenient,
and
nice
and
great
pleasure
right
to
be
an
employer
situation
right.
So
the
whole
point
is
they're
supposed
to
be
kind
of
experts
like
so
in
the
case
of
stability,
liquidity,
there's
supposed
to
be
a
Tribunal
that
are
like
the
the
basically
full-time
professionals
whose
job
is
to
provide
the
like.
A
Basically,
you
do
sort
of
a
professional
objective
data,
driven
review
of
the
scope
and
sort
of
what
was
achieved
and
then
ultimately
provide
some
of
the
provide
basically
sort
of
draft
proposals
for
how
the
scope
framework
can
be
updated
to
incorporate
the
learnings
of
the
last
quarter.
So
actually,
and
actually
then,
there's
there's
going
to
be
a
bunch
of
Scopes
that
we
don't
need
actually
tribunals
for
initially,
and
we
simply
have
delegates
that
specialize
within
them
and
actually
most
of
the
the
secondary
and
tertiary
Scopes
can
actually
be
handled
like
that.
A
A
A
A
And
then
so,
what
you
get
is
during
the
stability
and
liquidity
week
right.
Every
DVC
has
a
subcommittee
meeting
focused
on
how
we're
going
to
update
disability
and
liquidity
scope
framework
and
then
just
for
Simplicity.
Let's
say
it's
all
about
changing
the
die
saving
career,
changing
the
mechanism
for
determining
the
die
savings
rate
and
then,
what's
going
to
happen,
is
they're
going
to
get
a
sort
of
professional
view
of
like
blah
blah
sort
of
objective
data-driven.
A
But
the
point
is
then
also
like
you
never
attempt
to
sort
of
you.
I
mean
all
that
all
that
ends
up
become
being
is
basically
like
a
starting
point,
and,
and
usually
the
critical
sort
of
factors
may
not
even
necessarily
be
included
or
will
be
included
in
some
ranges
or
estimates,
or
something
like
that
right
and
then
what
the
dvcs
like,
what
the,
what
the
three
different
dvcs
then
really
sort
of
do.
A
Is
they
try
to
put
their
own
spin
on
on
kind
of
the
the
change
right
so
I
mean,
and
then
that's
how
we
sort
of
discover
the
fundamental
decisions
that
that
maker
Governors
need
to
constantly
like
these
sort
of
tensions
that
need
to
constantly
be
managed
right.
So,
for
instance,
for
the
die
savings
rate
you
have
growth,
usually
we'll
want
the
higher.
A
Like
you
know,
whatever
some
of
the
consensus
view
of
the
objective
view,
the
growth
we
usually
want
to
dial
it
up
a
bit
forget
to
get
more
growth,
more
long-term
potential
Surplus
will
usually
want
to
dial
it
down
right
and
get
more
Surplus,
and
then
resilience
is
sort
of
more
like
that
depends.
That'll
depend
a
lot
on
the
circumstances
around.
A
B
A
B
A
How
like
that,
like
how
that
and
like
that
sort
of
big
vote
ends
up
getting
constructed.
That's
something
we'll
need
to
like
experiment
with
and
change
again
and
again,
because
there's
like
you
immediately
get
into
so
many
like
you
know
like
voter
voting,
Theory
kind
of
challenges,
especially
when
you
have
three
dbcs
and
you
can
have
stuff,
like
maybe
Surplus
and
resilience
want
to
like
band
together
to
make
sure
that
they
have
a
combined
proposal
for
this.
A
Because
that
way,
you
know,
even
you
know,
then
there
they
have
a
great
chance
of
winning
and
and
they
both
just
want
the
rates.
The
dice
series
really
go
down,
even
if
it's
by
different
degrees
or
something
and
a
bunch
of
other
stuff
that
we'll
link
to
that.
That
can't
be
determined
events.
How
that
should
play
out.
A
A
Then
we
go
through
that
Loop
Q2
eq3,
and
then
we
have
the
launch
right.
Then
then,
so
we
have
two
sort
of
fully
formalized
iterations
on
all
the
scope
Frameworks,
where
the
first
one
we're
just
trying
out
the
second
one
we
are
already
going
to
then
try
to
get
them
in
like
a
good
spot,
where
they're
really
sort
of
ready
for
battle
in
a
sense
because
then
eq4
we
launch
water
incentives.
A
Instead,
thank
you
for
what
we
will
already
be
grabbing
there
with
at
that
point,
is
going
to
be
penalties
to
the
metatars
and
so
controlling
the
metadata,
through
incentives
and
and
sort
of
changing
their
incentives
and
how
to
get
into
this
like
long-term.
You
know
like
initially
we'll
be
playing,
but
we're
really
sort
of
setting
the
the
playing
field
to
a
large
extent
by
the
time.
The
minute
our
launches
will
not
have
so
much
time
to
talk
about
the
playing
field,
we'll
be
playing
the
actual
pieces
on
the
field.
Right
that'll
be
pretty.
Please.
A
I
think
if
all
the
pieces
are
in
place,
but
like
my
experience
of
like
planning
for
something
like
this,
is
that,
like
basically
it's
this
plan
to
have
a
lot
of
slack
right
like
a
lot
of
so
we're
I,
don't
know
the
timeline
equivalent
of
organizational
slack
right
like
a
lot
of
buffer
in
there,
and
you
can
kind
of
like
speed
them
up,
but
in
practice
my
experience
is
usually
what
happens
in
that
time
is
just
stuff
that
actually
was
supposed
to
be
done,
and
it's
just
like.
You
know
that.
A
That's
that's
the
time
you
go
from
doing
things.
You
know
doing
things
fast
doing
things
right,
so
we
could
run
into
the
situation
where
it's
just
like
it's
done.
We're
just
totally
ready,
there's
nothing
more
to
improve,
in
which
case
then
we
should
launch.
We
should
do
the
metal
launch
right,
but,
on
the
other
hand,
I
think
like
the
most
powerful
thing
is
to
really
have
as
much
certainty
as
possible
around
the
just
like
the
stability
of
the
overall
plan
and
the
overall
timeline
of
the
launch.
A
A
And
in
practice,
I
would
not
be
surprised
if
it
ends
up
slightly
sliding
one
way
or
another
would
be
so
slightly
different
than
expected
and
in
all
cases
like
the
sort
of
quarterly
thing
with
the
dvcs
that
definitely
can
really
change.
That
also
puts
a
like
the
earliest
I
guess
we
could
really
do.
The
meta
house
would
be
the
end
of
Q2
because
we
certainly
would
have
to
go
through
as
one
formalized
cycle
before
we
launched
the
meta
house.
A
Yeah,
so
if
certain
things
are
slower,
then
I
mean
there
are
some
requirements
that
have
to
write.
There's.
Basically,
the
four
work
streams
right.
We
have
to
have
this
Marketplace
done.
We
have
to
have
the
front
ends
done.
We
must
have
the
Clusters
kind
of
being.
You
know
up
to
speed
to
the
point
where
they
can
interact
with
the
community
like
they
can
sort
of.
A
A
A
Yeah,
so
this
is
very
exciting
because
this
is
kind
of
like
this
is
the
the
first
time
we've
ever
had
I
think
a
very
a
structured
and
kind
of
like
step
by
step
plan.
To
this
extent,
right
that
tries
to
really
kind
of
spell
out
sort
of
Milestones,
right
and
and
sort
of
kind
of
a
structural
pieces
to
it.
All
right,
then
you'll
be
able
to
access
someone.
Who's
relatively
out
of
the
loop
will
still
if
they
can
just
understand
the
con.