Executive Summary
- Process of double-diamond enables structural rhythm of diverge & converge toward strategic and tactical objectives.
- Survey: ABs discover challenges, risks, and opportunities, then define long-term strategic pillars.
- Recommend: ABs develop and deliver short-term tactical recommendations.
- Foundation synthesises domain-specific outputs into a global roadmap & strategy.
- Followed by processes for ABs to screen and advise new and existing teams on strategically-aligned production.
Process Overview
The process of strategy development follows a “Double Diamond” structure (see below image). This will empower ABs with a structural rhythm that supports divergent exploration and collaborative sense-making, toward the generation of strategic direction for the Livepeer project.
Each board is focused on a specific domain (Network, Growth, Markets, Governance) and can utilise this repeatable, semi-annual process to cyclically and collectively define and refine long-term strategic pillars, goals, and short-term actionable recommendations, along with clear ways to measure progress. The LF then synthesizes the domain-specific strategies into a global network strategy.
In six months, when the process repeats and Advisory Boards reconvene for strategy development, a retrospective process should be included in the first Discover stage. This could include observing how the network health has changed as a result of previous strategic decisions and defining clear objectives to improve either the setting of strategy or the execution of tactics.
This process is designed to produce predictable outcomes and establish momentum toward continuous strategy development. As the process stabilizes and locates its productive rhythm, facilitated sessions can evolve into more asynchronous and dynamic processes, ensuring network adaptability to environmental changes.
Certain tasks, such as synthesis and formatting, can be assisted by AI to maximize contributor attention and perspective. As the system becomes more capable of dynamism, we can start to implement mechanisms for continuous feedback and adaptation.
Pre-Survey - Environmental Data (Pre-discover):
Since this is the first time running the process, the Foundation and GovWorks will collaborate to surface a current state of strategy and previous outcomes to inform Advisory Board explorations. Future cycles can simply refer to the latest network strategy.
The Foundation collaborates with GovWorks to gather relevant data and context about current network metrics, treasury status and previous strategic outcomes to help inform the exploration of boards.
Survey
The first phase focuses on sensing ecosystem health and needs through community sentiment and live data feeds such as the Livepeer Explorer and available Dune analytics dashboards. Advisory boards perform pattern recognition and identify key opportunities to improve network health.
Week 1 - Discover - June 15th
Advisory Board members leverage their unique perspectives to collect insights from their domain. Each member collects and shares key observations of ecosystem signals and trends: 3 critical challenges, 3 risks and 3 opportunities relevant to their domain. This serves as a kickoff for the workshop in the next stage. Members get oriented within their boards.
Attendance:
Core Activity: Asynchronous research and writing. Simple orientation (~2-3 hours).
Output: 3 key challenges, risks, and opportunities per board member.
Week 2 - Define - June 23rd
With diverse signals and trends collected, boards move to collaborative sense-making, identifying patterns and priorities.
In a facilitated workshop, members map their domain’s strengths, challenges, as well as risks and opportunities, creating an impact/effort matrix to visualize where strategic focus might deliver maximum value.
Core Activity: Facilitated workshop and synthesis (~3 hours).
Output: Long-term strategic pillars for every domain, prioritized challenges and opportunities. Published to the forum.
Week 3 - Foundation Synthesis - June 30th
The Foundation aggregates and synthesises the findings of the strategic documents across boards, identifying overlaps, tensions, interdependencies, and potential blind spots. This ensures strategies complement rather than contradict each other across domains.
Core Activity: Foundation synthesis. Boards can start exploring clear tactical directions (0 hours)
Output:
- Synthesized Post on Forum
- Synthesized Vision statement
- Strategic pillars (long-term)
- Prioritized opportunity areas
- Cross-domain dependencies identified
- Feedback to ABs for further exploration
2. Recommend
The second phase transforms long-term strategic pillars into concrete objectives with measurable indicators of progress.
Week 4 - Develop - July 7th
The emphasis is on exploring divergent interpretations of the Output from Week 2 before converging again in the next week.
Members share their drafts, discussing overlaps and conflicts. Board members asynchronously draft recommendations for tactical next steps that could be taken in the next 6 months to advance the network’s strategic positioning along these pillars.
Core Activity: Asynchronous research and writing (~2-3 hours).
Output: Each member drafts domain-specific tactical recommendations for the cycle.
Week 5 - Deliver - July 14th
organize, refine, and deliver strategic recommendations with measurable indicators of progress
Each board collectively organizes and refines their recommendations into a cohesive strategic document, to be published to the forum.
Core Activity: Facilitated Workshop and synthesis (~3 hours)
Output: Each board produces domain-specific:
- Tactical objectives for the upcoming cycle (the next 6 months).
- Key indicators of progress for strategic goals and tactical recommendations.
- Requests for Proposals.
Advisory Boards process is complete and they can move forward into:
(1) Screen: ABs support screening processes to evaluate talent matching for proposals.
(2) Advise: ABs advise existing SPEs and new working groups or teams on ways to improve the strategic alignment of their efforts, using up-to-date strategy and current priorities.
Post-Strategy Roadmap Publication - July 21st
The Foundation and AB Chairs provide ‘central processing’ to aggregate and synthesize the local strategies across boards into a legible global network strategy. All strategic documents are aggregated and integrated into a unified post containing a long-term strategic roadmap and short-term tactical recommendations along with relevant leading indicators of progress.
The final output is a global network strategy for the Livepeer project, produced through a combination of broad input from the entire network and the focused support of the Foundation and Advisory Boards.
Expected Outcomes
Strategic coherence: Establishes unified direction with combination of decentralized and centralized processes.
Increased contributor alignment and autonomy: Empowering contributors to take initiative within a shared, co-created strategic framework.
Prioritized action: Helps focus efforts on initiatives that align with the DAO’s strategic pillars and current priorities
Clarity of purpose: Providing a clear mission to guide decision-making and attract new participants.