►
From YouTube: Tool House Rock #1 | Omnistrat
Description
MakerDAO Forum Post: https://forum.makerdao.com/t/tool-house-rock-1-omnistrat-tuesday-february-7-2023-4-00-pm-utc/19687
Join us for the first session of Tool House Rock! For the inaugural episode, we will host the founder from Omnistrat to explore their project’s collaboration solution for managing a DAO’s strategic plan.
What is Tool House Rock?
Tool House Rock is a structured community call to give projects a way to showcase their tools and solutions to the growing MakerDAO Ecosystem. Tool House Rock will follow a consistent call agenda, focused on giving Ecosystem Actors a foundation for reviewing and assessing tools.
What is Omnistrat?
Omnistrat is collaboration and coordination software that enables cross-functional teams to plan, create, and manage projects with unmatched coordination. Omnistrat’s features are purpose built to support decentralized operations for DAOs Governance, coordination, and operations.
https://omnistrat.com/
A
A
But
what
we're
trying
to
do
and
I'll
explain
it
in
30
seconds-
is
to
explore
different
web3
and
D5
tools
that
might
help
different
either
clusters
or
or
even
ecosystem
actors
with
their
with
their
operations
or
pretty
much
with
anything
that
they
need
to
to
to
get
done.
So
what
we're
going
to
do
is
explore
and
try
to
to
categorize
them
in
in
a
way
or
another
again.
This
is
our
one
of
our
first
attempts,
so
hopefully
we'll
get
better.
A
A
A
If
this
changes
in
the
future-
or
we
discovered
that
I
don't
know,
this
is
super
useful
for
another
scope.
We
might
actually
modify
this
in
the
in
the
website
that
we're
going
to
be
storing
all
these
these
conversations
with
the
tools
but
yeah
right
now.
We
believe
that
this
might
have
the
biggest
impact
in
the
growth
scope
in
the
interface
growth
scope
and
the
governance
Securities
code.
A
B
C
B
Awesome
so
omnistrat
sits
in
the
squarely
in
the
decentralized
operations
for
Dao
space,
so
this
presentation
will
just
give
you
a
good
primer,
because
one
of
the
things
we're
doing
is
interesting.
Introducing
a
new
approach
to
governance,
so
I'll
go
through
the
demonstration
as
a
prep
and
then
we'll
go
into
a
demo
and
we'll
spend
more
time
in
the
demo
to
really
explain
the
functionality
and
and
what
we're
doing
around
governance,
coordination
and
execution.
B
When
you
look
at
the
end
game
plan
and
the
the
concept
of
the
Universal
coordination
toolkit
and
the
governance
infrastructure?
Those
are
things
that
I
thought
about,
and
they
know
they
need
them,
but
they
haven't
been
designed
or
built
yet
so
we're
introducing
something
that
can
address
those
challenges
as
it
relates
to
managing
your
decentralized
Workforce
that
you
currently
have,
and
also
your
future
metadas.
When
those
the
end
game
plan
comes
more
online.
B
So
let
me
talk.
Let
me
dig
a
little
bit
deeper,
more
sort
of
generically
on
what
the
challenges
around
governance
and
coordination
are
right
now
in
Dallas,
and
just
to
give
you
a
little
background
on
myself,
I've
been
in
the
web
3
space
for
a
little
over
two
years.
Now,
almost
all
that
time
was
spent
specifically
working
in
Dows,
because
as
a
founder
of
a
web3
project
that
dealt
with
dials
and
coordination,
governance,
I
wanted
to
be
a
contributor
and
I
did
so.
B
I've
I've
worked
with
a
number
of
different
projects
in
the
space
I'm,
currently
a
consultant
with
Wildfire
Dow,
which
was
started
by
the
fireeye's
team,
and
we
do
a
lot
of
meta
governance
work
with
a
lot
of
big
projects
that
are
out
there.
So
I
have
intimate
knowledge
of
of
what
it's
like
to
manage,
Dows
from
an
administrative
level
and
trying
to
figure
things
out
and
putting
out
new
proposals
and
also
as
a
contributor,
and
what
I've
observed
is
that
you
know.
Governance
and
coordination
is
still
a
work
in
progress
with
most
ads
experiencing.
B
B
Also,
if
you
think
about
the
way
proposal
or
Dows
are
managed
through
the
proposal
process.
You
know
that
process
scares
off
a
lot
of
folks
and
it's
if
you
think
about
it
right.
The
authors
of
those
proposals
are
really
the
true
power
Brokers
in
a
dow,
and
some
of
these
proposals
are
very
in-depth
and
complex,
and
it's
because
you
really
need
to
have
an
intimate
knowledge
of
that
Dao
to
be
able
to
write
these
proposals
and
that
can
scare
off
a
lot
of
folks
from
that
process.
So
you're
not
tapping
the
community.
B
You
know
the
wisdom
of
the
community,
that's
there,
so
they
just
sort
of
observe
and
watch
and
wait
for
the
the
power
Brokers
to
get
the
work
done
before
they
might
be
able
to
get
involved
in
some
of
the
implementation
of
those
proposals,
but
also
contributors
are
struggling
with
Clarity
and
Alignment.
That
even
was
in
Walter's
challenges
around
you
know
having
that
those
visions
and
the
mission
and
the
objectives
Visual
and
transparent.
B
So
today
that's
absolutely
a
core
problem
and
then
most
Dows
really
don't
have
any
acceptable
accountability
and
feedback
loops
to
to
demonstrate
to
folks
how
things
are
going
and
then
another
element
that
most
people
you
know
have
thinking
about
it:
sort
of
pie
in
the
sky.
But
it's
this
fact
that
there's
a
lot
of
solutions
happening
right.
There
are
emergent
solutions
for
usually
through
trial
and
error
of
how
to
do
things
in
a
dab,
but
that
knowledge
is
not
being
shared
at
scale
because
there's
no
easy
way
to
do
it.
B
So,
let's
dig
in
a
little
bit
more
into
the
proposals
themselves:
they're,
actually
an
awkward
fit
for
Dow
operations,
because
if
you
think
about
it,
a
proposal
is
sort
of
the
Standalone
discrete
decision
that
needs
to
be
made.
Usually
a
yes,
no,
when
it
comes
to
the
vote,
so
it
doesn't
give
contributors
or
members
of
a
dow
that
big
picture.
So
what's
going
on
here
right
and
if
you
think
about
the
proposal,
as
I
said
before
right,
the
authors
of
our
proposals
are
the
power
Brokers.
It's.
B
It
that's
from
a
single
perspective,
so
the
author
is
really
someone
that
has
that
bias
in
diagnosing
what
the
problem
is
and
what
the
solution
or
remedy
should
be.
It
also
doesn't
provide
often
with
options.
So
here's
the
problem,
but
what
are
the
options
for
solving
it?
We're
getting
there?
Sometimes
proposals
do
have
some
options
there,
but
that
is
sort
of
the
Rarity
in
the
scenario
and
then
again,
this
outcome
disconnect
right,
there's,
no
follow-through
and,
and
now
we've
passed
this
proposal
and
six
months
later
and
that
should
have
been
implemented.
B
B
So,
as
I
mentioned
before,
omnistrats
design
is
based
on
what
science
says
or
best
practices
or
what
empirical
evidence
show
as
effective
ways
to
approach
this,
and
really
what
it
is
is
that
the
ideal
solution
is
a
continually
socialized
adaptive
plan
that
is
open,
Community,
Drive,
derived
and
transparent
to
all,
and
so
the
benefits
I've
got
a
list.
Here
are
seven
things,
but
actually
I'm
not
going
to
go
through
these
right
now.
What
I'm
going
to
do
is
save
that.
B
So,
when
we
go
through
the
demonstration,
I'll
show
you
what
Omni
strat's
doing
I'll
point
out
the
benefits,
how
it
differs
from
the
current
model
and
then
I
want
to
come
back
during
the
Q
a
session
to
this,
and
we
can
go
through
those.
These
line
items
then,
and
now
you'll
be
armed
with
what
you
saw
in
a
demonstration.
So
when
I
start
to
make
these
claims,
you
guys
can
assess
that
and
say.
Is
this
BS
or
is
this
true
and
if
it
is
true
to
what
degree
is
he
nailing
it?
B
So
again,
we
can
come
back
to
these
things
and
go
down
these
line
items
to
say
you
know
how
much
do
we
impact
the
decision
making
or
collaboration
and
governance
in
general,
so
I'll
do
that
after
the
demo,
so
a
little
bit
more
information
on
a
couple
of
the
key
Concepts
in
omnistrats,
you
understand
what
our
key
different
energies
are
and
what
we're
really
bringing
to
the
marketplace.
What
we're
doing
is
we're
introducing
coordination,
Primitives
and
plan
based
governance
different
than
proposal-based
governance.
B
B
This
is
a
preview
of
the
building
blocks
that
we
have
in
omnistrat
they're
tied
to
States.
So
you
can
see
how
these
planned
building
blocks
and
and
one
of
the
key
things
right.
There's
only
five
and
you
can
just
you-
can
construct
very
complex
plans,
multi-party
multi-stakeholder
plans
with
just
these
five
building
blocks,
but
they're
also
tied
to
both
these.
What
we
call
these
states
here
right
as
you
go
into
the
voting
process
to
approve
or
reject
a
proposed
element
of
these
building
blocks,
and
then
once
you
complete
them
also,
you
have
the
outcome.
B
B
What's
interesting,
though,
is
that,
because
we
have
these
planned
building
blocks,
we
standardize
things
that
opens
up
the
opportunity
for
data
Dow
collaboration
and
knowledge
sharing
at
scale
through
a
marketplace
where
you
can
actually
turn
your
plans
or
your
initiatives
into
playbooks
of
best
practices
that
then
could
be
shot
for
by
other
Dows.
So
these
are
some
of
the
killer.
Things
that
are
going
on
with
with
this
new
plan
based
model,
I
will
point
out.
B
One
other
thing
this
doubt
live
down-to-dow
collaboration,
which
is
enabled
because
we
now
have
standardized
building
blocks,
is
a
game
changer,
because
what
we've
identified
is
we've
got
this
technology,
what
we
call
Mesh
collaboration
where
you
can
have
multiple
Dows,
each
with
their
own
distinct
plan,
but
in
some
cases
some
of
those
initiatives
are
shared
with
another
Dao.
Very
much
like
your
metadown
model
that
you're
going
to
have
in
the
end
game
plan.
You
now
can
have
shared
initiatives
without
having
to
sort
of
hop
from
one
server
like
you
would
in
Discord
Discord.
B
B
This
just
sort
of
shows
you,
the
evolution
of
strategy
management
methods,
one
being
top
down
which
is
what's
going
on
in
traditional
companies.
Now
we're
going
into
more
of
an
agile
where
it's
it's
Dynamic,
then
it's
open
where
you're,
including
a
lot
more
people
in
the
process
of
developing
that
that
strategy
or
that
plan,
which
is
all
inherent
in
omnistrat
and
then,
lastly,
getting
into
this
mesh
collaboration
technology-
and
this
just
shows
you
a
little
bit
of
that
visual
concept
of
you
know
what
we
have
right.
B
B
Excuse
me
I'll
get
back
to
where
I
need
to
be,
and
one
other
thing
given
that
we've
got
a
bit
of
an
audience
here,
but
we'll
probably
have
a
lot
more
people
watching
this
online
and
I'm
gonna.
Get
rid
of
this
chat
as
much
as
I
would
like
to
keep
it
up.
I,
don't
think
I'm
gonna
be
able
to
see
it
think
about
the
kind
of
questions
that
people
might
have
to
ask.
So,
even
if
you
know
you
don't
have
that
question
yourself,
it'd
be
great.
B
A
B
D
Not
sure
if
you
can
hear
me
yeah,
but
yeah
I
was
just
kind
of
curious
how
omnistrat
you
were
talking
about
onboarding
and
bringing
people
into
Dao's
Etc
socializing,
that
knowledge
I'm
curious
how
you
frame
contributors
like
individual
contributors
versus
like
say,
their
actual
work,
their
contributions.
So
maybe
that's
where
we're
going
to
go
in
this
demo.
So
that's
what
that
question
was
yeah.
B
B
Hey
I've
got
some
experience
with
that
who
do
I
need
to
talk
to
and
they
can
self-serve
and
come
on
board
right
up
to
hey.
We
got
a
core,
you
know:
we've
got
core
operators
or
you
know
contributors,
so
you've
got
a
whole
mix
right
when
I
look
through.
You
know
the
tribunerals,
the
decentralized
voting
committees
right
you've
got
a
lot
of
people
in
the
mix
budget
allocators.
B
You
know
those
are
things
that
we
we
want
to
manage
so
as
I
go
through
this
demo,
hopefully
it'll
be
clear,
but
certainly
if
it's
not
hit
me
with
a
direct
question
like
this
is
how
we
operate.
How
would
you
support
this
exact
scenario
in
the
app
any
other
questions
or
want
to
get
back
to
the
demo
cool?
B
So
again,
these
are
the
five
building
blocks.
They're
very
simple.
The
whole
goal
is
that
everything
you
see
in
this
app
is
not
like
a
new
interface
that
you
have
to
learn.
What
I'm
hoping
is
that
everything
you
see
in
this
app
is
like
dead,
simple.
This
is
exactly
how
I
do
it
in
all
these
other
apps.
It's
really
the
fact
that
we've
brought
these
all
together
in
an
elegant,
integrated
solution
that
makes
that
makes
for
the
user
experience
that
we're
delivering.
B
So
again,
you've
got
this
first
in
this
s,
right
stands
for
the
seasonal
plan.
This
is
the
container
for
your
Dow.
It's
got
two
key
things
that
it
happens
in
this.
It's
where
you
capture
the
narrative
for
the
plan
that
you
have
so
that
everyone
can
understand
the
Visions
values.
Why
we
have
the
plan.
We
have
it's
basically
exactly
what
it
says.
The
narrative.
It
also
defines
the
time
frame
that
we're
dealing
with.
Are
we
doing
Seasons
management?
This
is
going
to
be
for
the
next
three
months.
Is
it
going
to
be
an
annual
plan?
B
D
B
B
Got
great
ideas
for
how
to
achieve
those
outcomes
with
the
initiatives
and
then
again
action
items
are
more
like
project
management.
You
know
signing
tasks,
the
things
that
need
to
get
done
and
then
we
also
have
a
grouping
object
that
makes
it
easy
to
construct
and
organize
your
plan
so
to
the
best
way
to
show
you
how
Honors
that
works
is
to
show
you
the
life
of
a
plant,
as
it
goes
through
the
process,
so
I'm
going
to
jump
over
to
that
that
part
of
the
demo
and
start
to
show
you
how
that
works.
B
So
what
we
have
here
is
that
we
are
seeing
the
beginnings
of
the
plan
being
developed.
You
also
see
over
here
that
we've
got
these
three.
These
three
Tabs
are,
you
know,
destinations,
lead
plan
and
act.
We've
got
a
very
simple
generic
planning
and
then
implementation
process.
The
first
is
lead
right
and
in
the
lead
process
it's
basically
comes
down
to
this
is
when
you
establish
the
goals
for
the
next
plan.
B
That's
going
to
go
out
the
next
season
you're
going
to
have
once
you
refine
the
the
and
it's
really,
even
though
you
can
do
more
than
that
right.
It's
not
like
you're
locked
to
do
just
do
objectives,
but
it's
getting
you
to
focus
on.
What
are
the
goals
do
that
first
you'll
see
here
that
this
is
where
we
create
a
new
plan.
So
when
you,
when
you
go
to
create
a
new
plan,
if
I
click
this,
you
see
that
this
is
where
we're
creating
a
strategic
plan
there's
a
time
frame.
B
This
is
where
the
narrative
goes.
So,
if
I
did,
that,
I
would
be
creating
this
first
object
here
and
then
from
there.
I
can
start
to
build
off
it
where
you
can
either
click
this
and
and
add
an
objective
edit
this
one
here
or
if
we
can
go
to
a
quick
entry
which
is
basically
going
in
here
and
it's
almost
like
just
clicking
a
tab
button
will
just
add
it.
So
it's
you
can
construct
plans
just
like
you're
typing,
a
Word
document,
so
getting
back
to
the
the
plan
itself.
B
B
B
You
know
of
loosely
connected
participants,
it's
all
about
managing
the
conversation,
and
if
you
go
back
to
that
slide
where
it's
a
you
know,
multiple
applications
jumping
in
and
out
it
might
start
in
Discord,
and
that
might
go
over
to
discourse
that
might
even
go
where
to
snap
shot,
you're
breaking
up
the
conversation.
What
we're
trying
to
do
is
keep
it
all
in
one
place.
So
in
this
case,
if
you
click
on
these
and
by
the
way,
these
red
dots.
A
E
Hi
Matt,
thank
you.
I
I
just
wanted
to
ask
I
could
kind
of
explain
who
the
user
is
right
now,
as
your
as
your
like,
I've
I've
I'm,
a
little
bit
lost
like
I,
understand
at
a
high
level,
what
we're
trying
to
achieve
and
that
there's
an
app,
but
now
I
I'm
not
sure
that
I'm
following
like
who's
creating
this
who's
who's
versus
who's,
seeing
it,
and
so
maybe,
if
you
could
just
give
a
little
more
context
around
that.
B
So
you
know
who
I'm
what
my
Persona
is
as
I'm
doing
this
part
of
the
demo
right
now
assume
that
I've
mentioned
that
there's
three
there's
these
three
levels
assume
that
I'm
one
of
these
top
levels,
I'm
like
a
governance
council
member,
so
I've
got
full
access,
so
I'm,
the
one
that
can
actually
I've
got
the
the
rights
to
to
create
a
new
plan,
which
would
also
enable
me
to
close
out
an
older
plan.
But
that
enables
me
so
I'm
sort
of
one
of
those
folks
that
has
full
access.
I
can
log
into
someone
else.
B
E
B
And
when
I
click
the
next
button
that
will
that
will
it'll
be
fully
realized
that
you'll
understand.
Yes,
it
is
a
group
workspace
you
need
you
want.
This
is
where
everyone
comes
together
to
collaborate
collect
collectively,
because
if
you
think
about
plans
now
in
a
in
a
plant-based
governance
model,
you're
not
dealing
with
these-
you
know
momentous
proposals.
You
know.
Yes,
no
plans
now
become
emergent.
The
community
creates
the
plan
together
and
how
do
they
do
that?
B
So
if
you
see
these
red
dots,
it's
it's
that
shows
you
there's
new
conversations
that
are
happening,
that
I
need
to
be
aware
of,
or
I
haven't,
read
since
I
last
logged
in
so
when
I
click
on
this,
what
I'm
bringing
up
is
what
we
call
our
social
Strat
panel,
you'll
notice
here.
That
also
says
that
it's
locked
for
this
particular
social
while
I'm
in
the
lead
stage.
It's
only
accessible
for
folks
that
have
lead
access
here,
and
this
is
where
people
can
have.
B
Your
debate
and
conversation
and
you'll
clearly
see
that,
with
that
red
dot,
it
means
that
this
was
the
new
conversation
that
was
happening
here,
so
I
can
see
quickly,
whereas,
whereas
where
I
left
off
from
the
last
part,
one
thing
as
I
mentioned
before
right
everything
that
you're
seeing
here
right
these
things
you're
starting
to
get
a
sense.
Oh
yeah,
this
is
I,
get
it.
It's
like
an
outline
format
exactly
what
we're
trying
to
do.
A
B
Do
it,
but
in
in
fact,
I
said,
we
need
to
push
ourselves
to
come
up
with
even
better
functionality
for
asynchronous
chat
than
people
are
experiencing
in
Discord
or
other
apps.
So
in
this
case,
you'll
see
how
we
can
now
have
a
conversation
about
these
things
and
you
picked
up
on
a
great
point.
It's
like
a
white
board
well
in.
In
actual
fact,
if
I
go
up
down
here,
the
color
Legend
you'll
see
that
when
you
first
throw
something
in
here
when
you
first
create
an
object,
its
default
is
that
it's
proposed.
B
So
it's
just
like
a
yellow
Post-It
note
on
a
whiteboard.
It's
proposed
now
you've
got
to
have
that
debate.
The
conversation
well,
is
it
growing
protocol
revenue?
Is,
you
know,
should
we
Define
what
that
is?
Have
that
debate
the
conversation
eventually
when
we
get
later
into
the
planning
process,
you'll
see
when
we
get
to
the
approve
and
reject
stage
for
this
and
I'll
show
that
in
the
very
next
thing,
but
one
key
to
think
about
when.
A
B
That
not
only
we
are
we
capturing
conversation.
We
have
threaded
conversation,
so
you'll
see
right
here.
It
says
one
reply.
So
if
I
go
over
here,
you'll
see
that
I
can
have
threaded
conversations
around
a
document
that
was
just
uploaded.
I
also
am
embedding
task
management
in
here,
so
you'll
see
down
at
the
bottom
and
I
need
to
move
my.
B
All
right,
this
is
going
to
be
a
bit
of
a
problem:
I
I,
sorry,
all
right.
There
we
go
so
down
here.
You
can
see
how
we
can
make
a
request,
because
what
we
just
what
we
observed
is
that
through
conversation
and
debate,
is
usually
when
things
need
to
get
done
like
if
you're
having
a
debate
about
what
it
should
be
a
or
b
a
lot
of
cases.
B
Well,
we
don't
know
because
we
need
to
get
some
more
information,
so
someone
then
needs
to
go
off
and
get
some
more
information
or,
at
the
end,
the
conclusion
of
a
conversation
hey
great,
so
the
next
steps
are
Jill.
You
need
to
do
this,
so
what
we
basically
said
is
embed
task
management
right
in
the
conversation.
So
as
soon
as
someone
needs
to
go,
do
something
you
can
capture
that
not
lose
it.
B
So
again,
you
can
clearly
see
how
I
can
quickly
grab
a
name,
give
it
a
title,
give
it
a
date
and
then
assign
that
and
you're
issuing
a
request.
So
why
do
we
call
our
task
request?
Because
in
a
Loosely
connected
network
of
of
participants
in
a
dow,
you
have
to
respect
their
availability
and
their
interest
in
wanting
to
do
this.
So
what
you're
doing
is
you're
issuing
a
request
that
they
may
or
may
not
accept
and
I'll
show
you
the
back
end
and
how
we
manage
that
simple
workflow
in
here
as
well.
B
Notice
that
that
red
dot
went
away
because
now
that
I've
looked
at
it
I'm,
you
know
I'm
all
set.
So
now,
let's
say:
okay,
great
we've
got
the
objective
set.
Now
the
life
of
this
plan
is
moving
forward
to
the
plan
stage
and
let
me
just
bring
up
the
correct
plan
to
show
you,
the
demo
and
so
now
you're
going
to
see
that
okay,
great
now
I,
can
see
that
we've
got
some
objectives.
B
Underneath
here
now
the
color,
so
let's
go
back
to
this
color
Legend
to
explain
right
now.
You
can
very
easily
see
again
that
whole
self-service
anyone
showing
up
if
they've
never
been
here
before.
Well.
Looking
at
this
I
get
it
I
can
see
an
outline,
I
see
O's
and
eyes,
even
if
I
don't
even
understand
what
O's
and
eyes
are.
If
I
look
at
this,
you
could
probably
figure
it
out.
It
doesn't
take
a
genius
and
you
can
start
and
obviously,
if
you
can
see
this
view,
you
can
say
all
right.
Great.
B
B
Just
so,
you
know
what
hat
I'm
wearing
I'm
actually
going
to
be
matte
administrator,
you
know,
or
governance
Council
throughout
the
demo,
so
I'll
allude
to
what
you
know
what
the
dynamic
is
for
other
people,
but
really
all
that's
showing
you
is
what
what
access
or
power
so
they
have
in
the
app
but
but
everyone
collectively
doing
for
doing
you
know
the
plan.
Development
is
pretty
similar.
B
But
now
again
you
can
start
to
see.
Okay,
great
I
can
get
a
sense
of
this
plan
coming
together.
The
way
I
look
at
it
is
think
about
it
once
you've
settled
on
what
the
objectives
are
for
the
season
coming
up
and
everyone's
in
agreement
on
that,
then
at
this
point
you
say
this
is
where
you
get
the
community.
So
when
you
get
to
the
plan
stage
for
that
broader
community,
that
has
plan
and
act
rights,
you've
now
expanded.
B
So
obviously
the
folks
that
have
the
lead
access
is
a
smaller
group,
you're
now
expanding
it.
So
when
you're
at
the
plan
stage
and
the
plan
and
just
to
get
watching
this
process,
when
the
plan
is
in
the
lead
stage,
it's
only
visible
in
this
tab
until
you
shift
it
to
where
it
says,
plan
now,
then
that
basically
exposes
it
in
this
plan.
Tab
and
therefore
now
people
that
have
been
waiting
for
the
plan
to
get
to
the
stage
can
see
it
because
they
don't
have
access
to
lead
stages.
They
see
it
in
plant
stage.
B
Now
they
can
contribute
and
again
what
we're
trying
to
do
is
manage
the
process
so
that
you
settle
on
the
objectives.
Then,
when
you're
ready
to
receive
initiatives,
you
open
it
up
to
a
broader
Community
who
have
those
access
rights
and
now
you're
getting
a
lot
more
folks.
Contributing
to
oh
I've
got
a
great
idea
for
an
initiative
to
achieve
that
outcome,
and
this
is
where
I
can
I'm
going
to
start
to
grow
into
details.
B
A
Let's
say
that
different
people
have
different
plans,
for
example,
kianga
could
propose
hey,
let's
do
more
of
this,
and
then
team,
on
the
other
hand,
could
say
no
actually
I
think
that
that's
not
a
good
idea
we
should
do
more
of
that
is.
Is
that
something
omnistrat
could
do,
or
is
that
something
that
we
should
do
in
some
other
tool
and
then
come
with
that?
No.
B
Absolutely
that
happens
here
that
conversation
that
that
critical
discourse
right
the
debate,
that's
what
you're
capturing
here.
So,
if
I
go
in
here
and
again,
you're
having
that
debate
here,
you're
saying
well,
you
know:
should
we
be
reducing
our
costs
and
if
we
are
how
much
and
if
you
think
about
it
right,
it
all
came
from
here
like
treasury
risk
management.
That
was
the
objective.
B
So
now
people
are
starting
to
throw
out
ideas
for
initiatives,
but
now
people
can
see
a
set
of
initiatives
that
all
could
potentially
achieve
the
outcome
of
Treasury
risk
management,
and
now
it's
up
to
the
community
that
has
the
you
can
look
at
this
and
say
wow
now
that
I
can
see
a
set
of
of
initiatives.
I
can
do
comparative
analysis
and
pick
the
best
ones.
Now,
one
of
the
things
I
should
let
you
know
that
we
are
a
project
in
development.
We've
we've
built
a
heck
of
a
lot
of
functionality.
B
There's
still
a
plenty
there's
still
plenty
of
functionality
to
go,
so
there
is
still
functionality
that
we
don't
have
yet,
but
the
Apple,
the
application,
is
absolutely
pilotable
for
groups
that
want
to
test
it
out
to
see
if
they
like
this
plan
based
model
and
then
as
a
good
Lean
Startup
methodology.
Is
that
we'll
start
to
work
on
other
extensions
and
functionality?
B
Extensions
once
we
know
the
core
functionality
is,
has
got
its
preliminary
product
Market
fit
and
the
reason
I
say
that
is
because
one
of
the
things
that
we
plan
to
do
is
turn
this
request.
Instead
of
just
making
it
sort
of
a
task
management
feature
that
we'll
actually
have
a
add
to
this
function
out
where
this
will
you'll
be
able
to
select
a
voting
method.
B
People
can
still
go
back
in
and
update
them
change
them
around
and
again
until
you
get
to
that
point,
where
you're
ready
to
do
the
final
vote
move
forward,
but
we
also
show
that
you
really
want
to
have
an
Adaptive
plan.
So
if
you're
going
down
that
plan
and
things
aren't
working
out,
you
should
have
the
ability
to
say
all
right.
Let's
cancel
this
and
and
and
switch
gears,
and
that's
where
you
get
into
this
concept
over
here
this
abandoned.
B
So
when
you
get
into
a
plan,
completion
right
was
the
expectation
met,
not
met
or
abandoned
things
that
are
just
critical
for
when
you're,
when
you're
managing
operations
but
again
become
awkward
fits
for
proposals.
When
a
lot
of
cases
like
it's
been
voted,
it's
approved,
it
must
be
implemented.
You
know
all
budgets
must
be
spent
and
it's
almost
like
it's
written
in
stone,
we're
trying
to
get
away
from
that
model,
especially
when
it
comes
to
Dow
operations
right.
B
So
hopefully,
that's
helping
around
understanding
the
consensus
mechanisms
in
this
case
is
that
now
people,
you
know
it's
breaking
it
apart
to
say,
focus
on
the
objectives.
First,
let's
set
on
those.
Then
we'll,
and
so
it's
breaking
out
the
decision-making
process
you're
not
dealing
with
this
proposal
that
might
be
very
complex
with
a
lot
of
moving
parts.
B
Now
you're
just
saying
well
just
tell
me
what
the
goals
are
now
we've
settled
on
the
goals,
show
me
all
the
different
initiatives
and
now
you're
crowdsourcing
and
hopefully
expanding
what
are
all
the
different
ways
you
can
solve
that.
The
original
author
of
that
objective
might
have
a
clear
vision
and
they
could
put
in
their
initiatives,
but
someone
else
might
have
a
better
one
or
the
community
might-
and
this
is
where
this
emergent
comes
in
from
people
in
the
community-
might
have
great
expertise
that
you
weren't
tapping
before
now.
B
They
come
in
and
see
that
initiative.
It's
like
that's
really
good,
but
I
think
you
should
add
one
angle
here
add
this
one,
you
know
element
to
it
and
it's
going
to
be
even
more
powerful
and
then
the
author
says
wow,
that's
genius,
I
love
it.
Let's
include
it
and
then
the
community
rallies
around
that.
That's
where
you
get
buy-in
or
a
consensus.
Building
and
I'll
also
explain
this
again.
B
A
Yeah,
hopefully
agree
with
that
something
I
wanted
to
comment
on
Matt.
Is
that
we've
seen
that
right
that
if
you
make
it
everything
more
transparent
and
you
involve
the
whole
Community,
you
do
end
up
with
the
with
higher
engagement
and
and
people
feel
more
involved,
something
we've
seen
in
in
maker.
It's
it's
a
bit
of
the
opposite.
A
Where
you
have
a
lot
of
of
proposals,
a
lot
of
different
ideas
and
it's
hard
to
visualize
the
bigger
picture
about
these
ideas,
so
ganga
might
say:
hey
we
need
to
save
trees
in
I.
Don't
know
this
forest
and
team
might
say
we
need
to
go
plan,
some
I,
don't
know
micro
loans
in
India
or
something
I'm
making
this
up
by
the
way.
A
So,
but
basically
we
we
lack
of
like
a
general
Vision
that
unifies
the
whole
thing
and-
and
my
my
question
was
more:
is
there
anything
and
I
don't
think
that
there
is
in
the
whole
market?
And
basically
this
is
people
if
anyone's
building
any
like
specific
consensus?
Tool,
please
talk
to
us,
but
basically
is
there
something
that
would
say?
Okay,
this
part
of
of
kianga's
plan
makes
sense,
and
this
part
of
teams
makes
sense
because
of
this
or
days
or
or
you
can
kind
of
like
vote
in
a
way.
A
B
Yeah
I
would
say
that
that's
those
kinds
of
things
are
experiments
that
we
want
to
start
like
once
we
get
into
production
and
we're
rolling
this
out
and
we
start
to
get
into
the
granular
roadmap
areas.
Those
are
actually
things
that
have
been
discussed
and
there's
there's
ideas
and
thoughts
and
even
methods
to
deal
with
that
they're
not
built
in
here
but
I
I
can
tell
you
that
in
my
research
I've
uncovered
things
that
I
would
love
to
add
in
so
there's
definitely
things
that
we
can
do
like
part
of
it
is.
B
You
know
getting
back
to
the
basic
of
your
question
right.
There's
too
many
ideas,
there's
too
many
initiatives,
everyone's
come
up
with
you
know,
and
let's
say
if
you've
got
30
different
initiatives
for
that
one
objective:
it
gets
unreasonable
right,
and
so
there
might
be
a
filtering
system
like.
But
one
thing
we
can
say
that's
happening
out
of
the
box.
Today
is,
if
you
read
The
Narrative
here
right,
you
can
say
this
is
exactly
what
we're
trying
to
accomplish.
It
gives
you
sort
of
some
guard
rails
on
what
we're
doing
here.
B
At
least
this
way,
you've
got
an
objective
that
could
be.
Those
guardrails
could
be
there
like
we're.
Oh
we're
we're
interested
in.
Excuse
me
we're
interested
in
these
kinds
of
ideas
or
we're
not
looking
for
things
outside
of
this
right
or
if
it's
International
expansion.
That
goes
in
a
different
objective,
but
it
gives
you
at
least
people
now
when
they
stick
an
initiative
there.
The
first
test
is
well.
Does
it
meet
the
criteria,
the
success
that
we're
looking
for
in
the
subjective?
And
if
it
doesn't,
then
it
should
not
get
voted
up.
B
If
it's
a
great
idea,
maybe
it
belongs.
You
know
rolled
up
to
a
different
objective,
so
I'll
leave
it
on
that.
I
know
we're
coming
up
on
an
hour
and
and
I
I
do
like
my
products.
So
I
talk
a
lot
about
it,
but
I
do
want
to
capture
some
other
stuff
that
I
want
to
show
you.
The
questions
are
great.
Keep
them
coming,
but
I'm
going
to
sort
of
Fast
Track
the
rest
of
this.
So
you
get
a
quick
sense
of
how
we
wrap
this
up.
B
One
thing,
I
will
show
is
that
here
at
least
you
can
see
the
grouping.
So
if
you're
doing
a
cost,
Reduction
Program
by
core
unit
or
metadow,
you
can
actually
you
know,
say
hey.
These
are
all
the
different
groups.
I
want
them
organized
this
way,
so
you
can
at
least
see
how
this
grouping
function.
You
can
use
the
grouping
function
at
any
level.
You
can
group
objectives,
you
can
group
initiatives,
you
can
even
group
action
items
like
they
are
here
so
that
grouping
function.
B
What
happens
there?
Lastly,
I'm
going
to
go
to
act
so
once
you
click
on
act,
you're
going
to
this
is
actually
the
plan
that's
being
implemented
right
now,
so
you
can
actually
have
a
seasonal
plan,
that's
being
acted
on
while
you're
in
the
planning
process
for
next
season,
and
that's
why
the
the
navigation
structure
was
built.
The
way
it
was
also,
once
you
get
into
the
ax
stage,
we
can
clearly
see
this
plans
in
the
ACT
stage.
It's
only
one
plan
can
be
in
the
ACT
stage.
B
So
when
you,
when
you
have
everyone
here,
like
there's
only
one
plan
it,
that's
it
right,
it
forces
whatever
you're
doing
to
be
in
one
place,
one
centralized
place,
but
it
enables
you
to
get
through
now.
You
can
start
to
see
the
outcomes
and
that
we've
achieved
these
objectives
and
what's
happening
here.
B
One
thing
I'll
try
to
explain:
you
know
what
I'll
do
it
in
this
next
part.
I'm
gonna
make
another
comment
right
if
you
think
about
it,
most
apps
right
now,
given
the
fragmented
natural,
tooling,
the
process,
the
planning
process
and
the
implementation
process
spread
out
amongst
many
different
tools.
What
that
also
means
is
that
project
artifacts
the
votes,
the
deliberations
and
Discord
that
then
ended
up
in
discourse.
B
B
So,
if
you
want
to
onboard
new
people,
they
also
now
have
a
new
tool
where
they
can
go
into
the
archive
and
look
at
your
most
recent
past
plans
and
see
everything
that
was
accomplished
and
wasn't
we're
also
capturing
and
and
by
the
way
you
should
notice
that
things
that
we're
still
in
planning
mode
or
things
that
were
rejected.
That
or
gray
aren't
here,
because
we're
keeping
that
draft
kind
of
information
in
the
pl
planning
steps
so
lead
and
plan
or
planning
steps
act
as
the
implementation.
B
So
again
it
cleans
things
up,
and
so
you
can
keep
the
draft
stuff
where
it
needs
to
be.
But
again,
if
you
think
about
the
power
of
being
able
to
go
back
and
seeing
everything
in
one
place,
all
the
supplemental
talks,
it's
really
incredible
what
the
power
of
this.
So
a
couple
more
touching
base
just
on
on
some
of
the
aspects
of
the
app.
This
is
the
my
desk.
This
is
actually
the
landing
page
when
you
first
come
into
the
app.
B
So
if
you
think
about
a
very
sprawling
plan
with
conversations
everywhere
and
tasks
being
thrown
out
in
the
form
of
requests
or
action,
items
need
to
be
completed,
there's
a
lot
going
on.
It
would
be
very
messy
to
try
to
manage
your
day
by
poking
around
a
plan.
All
you
need
to
do
is
come
into
my
desk
and
see
everything
in
one
place
needs
your
attention
right.
These
are
things
like
the
triage
Center.
These
are
things
that
you
need
to
deal
with
today
that
people
are
waiting
on.
B
It's
not
things
that
you've
accepted
right
things
that
are
assigned
to
you
as
the
next
tab
down.
So
I
can
see
like
this
is
due
today,
or
this
is
overdue
up
here.
These
are,
if
you
look
at
it,
here's
a
request.
It's
R,
you
can
see
the
a
which
are
the
action
items
so
need
detailed
cost
reduction
plan.
B
I
can
see
what
it's
related
to,
who
issued
this
request
when
it
was
issued
and
when
it's
due
so
I
can
let
it
go
in
here
and
I
could
go
back
to
go
to
the
plan
to
see
it
in
context
or
I
can
deal
with
it
right
here.
So
if
I
go
right
in
here,
I
can
see
the
conversation
where
that
emanated
from
I'm,
and
this
is
that
workflow
management
that
I
said
I
was
going
to
show
you
all
I
need
to
do,
is
either
I
get
accepted
or
reject
it.
B
Now,
right
now
again,
conversation
I
can
say,
wait,
I,
don't
understand.
Why
do
you
want
me
to
do
this
and
send
it
back
so
as
you're
debating
whether
you
should
accept
it
or
not?
That
person
can
have
a
conversation
with
you
right,
it's
not
jumping
in
and
out
of
different
apps.
Let's
assume
that
I'm
going
to
accept
it
right
that
turns
it
blue
and
then
immediately
it
says:
okay,
great
you've
accepted
it
now.
The
next
step
is
either
you
complete
it
or
you
abandon
it
and
again.
B
I
can
continue
the
conversation
here
because
it's
now
a
threaded
conversation,
so
I
can
still
have
a
conversation
before
I
accept
it
while
I'm
completing
it
or
after
it's
completed
all
that
happens
in
here.
So,
if
I
close
out
of
this
just
to
show
you
what
it
now
looks
like
it
went
off
this
and
it
actually
showed
up
here
down
here
right
and
if
I
now
address
and
say,
I've
completed
it,
and
you
know
here
you
go
complete.
It
I
can
even
attach
the
file,
as
you
saw
on
that
now,
I
can
close.
B
And
now
it's
actually
the
latest
completed
by
you,
announce
down
here
as
a
completed
green
request,
and
so,
if
you
think
about
it,
waiting
on
others
waiting
on
them
to
accept
things
or
waiting
on
them
to
complete
now
Susie.
Who
was
waiting
on
me
to
do
this
when
she
goes
into
her,
my
desk
she'll
see
that
she
was
waiting
for
me
to
accept
it.
It's
now
off
that
list,
and
it's
now
down
here
completed,
so
she
can
go
in
here
and
say
well
what?
B
So
obviously
we
don't
have
a
ton
of
time
for
conversation,
but
again
conversations
all
over
the
map
clicking.
You
know,
following
the
red
dots
can
be
tedious.
If
you
come
to
your
social
feed.
This
shows
you
everything,
reverse
chronological
order
and
all
the
conversations
you
hear.
One
thing
to
note:
you'll
see
lead
plan
and
act.
So
this
task
treasury
risk
management
there's
three
tabs,
because
we
have
this
concept
of
multi-dimensional
conversations
so
that,
given
that
you've
got
three
different
types
of
people
with
access
rights
that
same
primitive
you.
B
If,
if
I
was
a
leader
and
I
could
have
three
different
levels,
I
can
have
a
conversation
where
it's
only
privy
to
the
leadership
or
the
leader
class
of
folks
plan
or
based
on
the
managers
that
own
that
and
then
act
as
sort
of
everyone,
so
you're
managing.
You
can
have
three
different
types
of
conversation
depending
on
who's
invited
for
that
same
object,
different
than
you
know,
setting
up
a
channel
in
Discord
where
you
just
got
to
come
up
with
a
new
channel,
and
you
know
that's
why
you
get
that
channel
perforation
all
right.
B
So
hopefully
you
guys
get
a
sense
of
this.
One
of
the
things
I
didn't
talk
about
is
that
whole
composability
in
the
playbooks?
Just
you
get
a
sense
for
that.
If
I
just
quickly
run
back
to
act,
I'll
just
quickly
show
you
how
you,
where
you
can
see
that
if
I
open
this
up
you'll
see
here,
create
a
Playbook,
so
I
can
take
an
initiative
or
a
set
of
action
items
or
even
an
objective.
Any
level
create
a
Playbook
that
immediately,
if
I
save
it
can
turn
into
something
that
can
be
in
the
Strat
store.
B
A
E
Sure
yeah
one
question:
is
there
a
read-only
view
that
is,
that
can
be
made
public
to
the
to
the
Internet?
So
someone
who
doesn't
have
an
account
can
see
we
could
decide
what
maybe
aspects
are
viewable
and
then
I
also
wondered
if
there,
if
we
could
edit
documents
in
the
app
so
one
thing
right
now
we
have
all
the
text
that
roon
has
posted
on
the
Forum,
but
it's
it's
quite
cumbersome
to
really
have
people
give
comments
in
that
form.
B
We
don't
have
that
yeah
like
and
quite
frankly
given
like
when
there
is
like
a
you
know:
doc
management
like
Google
Docs
right.
We
wouldn't
try
to
recreate
that
functionality.
We'd
probably
just
try
to
do
some
kind
of
integration.
That
makes
a
little
bit
more
embedded
again.
That's
probably
more
roadmap
stuff,
getting
back
to
like
managing
permissioning
I
didn't
get
into
the
permission,
but
every
primitive
or
building
block
in
the
planning
process
has
very
granular
details.
Where
you
can.
B
You
can
see
here,
I've
got
permanent
teams
like
these
could
be
the
core
units
or
metadas.
You
can
decide
what
kind
of
access
right
is
it
read
only.
Is
it
full
access,
no
ssps
social
Strat
panel,
so
they
can
see
that
it's
happening.
They
can
see
things
getting
completed,
but
they
can't
see
the
conversation
that's
happening
or
in
some
cases
it
might
be
something
that
needs
to
be
hidden
because
it's
you
know
legally
sensitive
or
something
like
that.
But
yeah
we've
got
very
robust.
E
Is
that
something
someone
can
casually
view
like
I'm,
just
thinking
of
people
who
are
on
our
forum
that'd
be
potentially
really
powerful
to
show
this
work
that's
going
on,
even
if
they
can't
comment
or
they're,
not
at
the
level
of
being
active
in
the
Dow,
but
we
really
make
it
very
transparent.
How
we're
designing
the
Scopes
real
time
so
just
wondering
if
that
view
is
available
to
the
general
public.
B
Maybe
you
want
them
to
comment,
so
there
is
a
way
to
do
it,
but
I
would
say
that
what
we
haven't
built
out
yet
is
that
guest
functionality
so
that
it's
publicly
so
right
now
this
is
kind
of
built
where
you
have
to
be
a
member
of
this
account
and
come
into
this
organization
in
this
environment.
But
we
want
to
make
it
where
this
plan
is
a
public
facing
plan
and
anyone
can
come
them
see
it,
and
maybe
you
have
the
capability
for
random
people
coming
in
from
the
outside.
To
ask
questions.
B
A
B
Yeah
I'm
I'm
open,
so
I
can
stick
around
and
and
answering
any
questions.
I
know:
I
haven't
gone
back
to
the
PowerPoint,
so
this
I'll
leave
this
for
you
right
because
we
don't
have
that
that
time
to
go
back,
but
the
PowerPoint
should
be.
My
presentation
should
be
part
of
the
the
assets
that
you'll
see
with
the
video
go
back
to
that
presentation
and
when
you
look
at
the
the
solution
part
and
whether
omnistrat
is
answering
those
things,
go
down
that
list
and
say
all
right,
I
saw
the
demo
does
this?
B
A
D
There's
so
many
different
ways
to
take
that
question
so
I'm
curious
what
your
guys
General
integration
strategy
is,
especially
considering
this
is
like
a
solution
to,
for
example,
discourses
forums.
Does
this
integrate
with
that
and
then
General
task
management?
Those
are
the
two
ones
that
came
to
mind.
D
E
B
That
we
build
an
open
API,
so
people
can
build
whatever
extents
extensing
extensible
functionality
want,
maybe
even
have
an
SDK
so
that
they
can
build
so
they
can
integrate
functionality
into
our
interface.
So
we
definitely
want
to
be
able
to
integrate
with
all
the
typical
things
like
safe
and
snapshot,
and
things
like
that.
You
know
if
someone's
got
a
preferred
task
manager
that
they
use
click
up
or
whatever.
There's
no
reason
why
all
these
action
items
and
these
requests
don't
get
fed
into
those
systems.
We
do
not
have
that
functionality
today.
B
I
would
say
that
you
know
we're
in
we're
a
pre-seed
stage
project,
there's
a
lot
more
there's
a
ton
of
stuff
on
the
roadmap
that
we
need
to
get
built,
including
some
table.
Stakes
functionality
like
our
kanban
board,
and
things
like
that.
So
I
would
say
that
we've
got
a
lot
of
robust
functionality,
so
it's
you
can
pilot
it
and
really
get
into
it
and
use
its
core
functions,
but
you're
going
to
quickly
say
where's
the
kanban
board
where's
this
integration,
you
know,
and
we
know
about
them.
B
We
need
to
build
them,
there's
a
lot
more
to
go,
but
we
wanted
so
I
will
say
one
of
the
reasons
we're
not
doing
it.
One
is
we
sort
of
we
sort
of
went
into
mothball
for
the
end
of
the
crypto
winner
last
year,
because
raising
funding
was
not,
it
was
challenging,
but
also,
more
importantly,
we
wanted
to
partner
with
a
Dao
so
that.
B
A
Nice
yeah
I
had
a
similar
or
an
extension
of
the
question
of
what
Kanga
was
saying,
but
I
think
it
would
be
great
to
have
like
the
the
internal
View
kind
of
of
thing
and
then
see
how
the
actual
report
for
the
community
looks
like
I
think
that
that
would
be
quite
powerful
to
have
like
this.
This
way
of
showing
progress
or
showing
Milestones
or
showing
what
the
plan
is
so
yeah
I
would
probably.
B
Yeah
I
mean
think
about
it.
You
know,
you've
got
louder,
grading
that
great
expenses
dashboard
imagine
tying
in
a
public
facing
plan
so
that
everyone
could
you
know,
and
it's
it
it's
tied.
So
you
can
click
on
that
expenses
for
a
particular
thing.
We
also
would
like
to
embed
where
you
can
actually
put
a
budget
for
an
objective,
and
then
you
can
allocate
it
to
the
different
initiatives
that
you
approved
and
then
bounties
tied
to
the
action
item
so
that
when
people
complete
an
action,
it
goes
to
safe
and
does
a
payment.
B
A
C
Yeah
I'll
throw
one
in
quickly,
so
the
archive
would
imagine,
there's
the
possibility
to
have
rule
a
rule
there,
that
you
can
keep
the
anything
any
conversation
or
any
integration
or
anything
any
kind
of
strategic
Vision
that
was
delivered
or
not
delivered
or
it
failed.
You
can
keep
it
there
archive
forever
or
you
can
limit
that
to
three
years
seven
years.
What
have
you
so
I
guess
what
I'm
trying
to
get
at
is?
C
B
There's
actually
a
ton
of
functionality
and
rules
on
who
can
do
what
and
when,
depending
on
what
their
role
is
and
what
the
stage
of
the
plan
is
in
so
there's
a
whole
bunch
of
stuff
that
is
already
embedded
in
there
to
specifically
to
your
point
on
the
archiving
right.
There's
there's
some
embedded
rules
now
right.
So
if
you
come
in
as
a
as
a
just
a
contributor
right
only
act
access.
B
Only
if
you
go
to
the
archive,
it's
not
like
you're
gonna,
all
sudden
have
access
to
the
lead
conversation,
the
conversations
that
happened
in
the
lead
stage-
or
you
know
Steward
Council
kind
of
member
of
people,
so
you
would
still
like
whatever
your
rights
are.
Currently
when
you
go
to
the
archives
and
things
you're
still
limited
to
those
rights.
But
my
guess
is:
there's
still
so
much
more
we're
going
to
need
to
do
on
the
access
list,
control
side
of
things,
but
I
can
tell
you
that
there's
some
there's
a
lot
of
robust
functionality.
B
A
B
Reach
out
to
me,
we've
got
a
Discord,
certainly
any
of
you
folks,
you
know,
can
get
through
to
me,
but
yeah
we've
got
a
website,
so
yeah
there's
ways
to
get
to
reach
out
probably
and
end
up
at
the
Discord.
Ask
me
and
we
can
get
connected
and
then
onboard
you.
So
we
don't
have
a
public
facing
beta
program.