I’m voting FOR from a frame of Capability Building.
DAOs don’t just need code and capital - we need context-aware contributors who know how to navigate decentralized coordination, stakeholder tension, and governance nuance.
This proposal doesn’t need to solve every aspect of the contributor funnel up front, the delivery team and participants have 7-months and can co-evolve alongside the activation timeline of OpCo and SOS.
What this Bootcamp does offer is structured R&D into how we identify, train, and activate governance talent, a vital capability as Arbitrum matures and we can begin accruing that capability today.
The opportunity cost of not doing this today is talent goes and builds their context, alignment, loyalty elsewhere, we lose 3-6 months in setup of other structures when we could be priming the bench today.
I think of this as investing in human infrastructure. We fund developer tooling to improve the protocol layer. This is the equivalent for the people layer - not just for this cohort, but for what we learn in the process.
L&D (learning & development) is a standard spend in most organisations, DAOs that are forward thinking and fund this will stand out.
- Rika and the team is also considering persisting the learning in an LMS (learning management system) for future cohorts - therefore it’s reductive to look at ROI as total spend / number of people. We are paying to gather all the information into a knowledge base and a curriculum that has long lasting and reusable value.
I appreciate the team’s responsiveness to feedback, the shift toward practical training, and the ecosystem collaborations already underway that shore-up the demand-side utilisation of the talent developed.
The current DAO wait-and-see approach i.e. lets wait till the OpCo, SOS, OCL/AF gets more hands isn’t the only way to play, that’s playing a sequential game to capability building when a parallel in-sync cohort of collaborative organisations and individual contributors could net net produce more value faster for the Arbitrum Ecosystem.
I see this as a strategic experiment that positions the DAO as a learning organization [1] that co-evolves a set of talent together, and that can start today.