Thanks for the continued work on this initiative. The Strategic Objectives have now reached a solid level of formalization and clarity, and I believe it’s the right time to start evaluating the SOS initiative in parallel with the newly proposed Arbitrum Aligned Entities (AAEs) structure by the Arbitrum Foundation.
Understanding whether the AAE framework will be effectively implemented is critical for shaping an actionable execution plan for the SOS objectives. In particular, Objective 6—focused on execution mechanisms—should arguably be treated as a meta-objective, given its overarching impact on all others.
On that note, I’d like to share a few thoughts:
- The number of AAEs should be deliberately limited. We should avoid the temptation to create new AAEs for each initiative, and instead aim to align new efforts within the scope of existing AAEs wherever possible. A practical approach would be to form working groups for experimental or emerging initiatives, and evolve them into standalone AAEs only if truly necessary. Otherwise, we risk replicating the same inefficiencies we’ve seen with the previous council and WG model—fragmentation, unclear accountability, and diluted focus.
- This is especially relevant when there is already an appropriate AAE that aligns with the initiative. For example, the Agentic Governance Initiative proposes a new AAE, but this falls squarely under the domain of governance, which is already a focus of OpCo. In such cases, expanding the mandate of an existing AAE is far preferable to spawning a new one.
- It’s important to finalize the AAE structure in tandem with the SOS objectives, as the two are deeply interconnected. For instance, Objective 3 appears to be a logical extension of the Arbitrum D.A.O. Grants Program. If the AAE model moves forward, the most effective path would likely involve direct coordination between the grants program and the relevant AAEs (e.g., Arbitrum Foundation for growth, Offchain Labs for product/engineering). The same applies to Objective 5, where an expansion of the grants program should also be coordinated with these existing AAEs rather than creating a new, potentially redundant entity. Given that this work clearly fits within the remit of the Arbitrum Foundation, adding another layer of structure doesn’t seem justified.
Overall, aligning the SOS execution with a well-scoped AAE framework is essential to avoid past pitfalls and deliver on the strategic vision effectively.