# \[SOS Submission\] Tnorm - Strategic Objectives **URL:** \ **Category:** Strategic Objective Settings (SOS)\ **Created:** [April 9, 2025, 5:51pm UTC](https://forum.arbitrum.foundation/t/sos-submission-tnorm-strategic-objectives/28977 "2025-04-09T17:51:37Z")\ **Posts on this page:** 1\ **Showing post:** 6
**Author:** ![Hawheik](https://yyz1.discourse-cdn.com/flex029/user_avatar/forum.arbitrum.foundation/hawheik/32/14080_2.png) [@Hawheik](https://forum.arbitrum.foundation/u/Hawheik)\ **Post date:** [April 18, 2025, 4:42pm UTC](https://forum.arbitrum.foundation/t/sos-submission-tnorm-strategic-objectives/28977/6 "2025-04-18T16:42:12Z")
> [@tnorm](#): > > ## Objective 1: Arbitrum is the Home of Ethereum DeFi > > … > **Year 1 - Arbitrum’s DeFi Renaissance** > **Return To DeFi Fundamentals** > Earmark 80% of the DAO’s allocated capital toward rebuilding a strong DeFi foundation focusing on: > > - Big 3 Trading Liquidity (ETH, BTC, Stablecoins) > - Ensure Arbitrum One is Ethereum’s most attractive liquidity venue for these trading these assets. > - Optimizing for low-slippage and high utilization (both retail and whale users) across the following assets and asset-denominated derivatives: > … Making the assumption that this is 80% of incentives earmarked towards growth-incentives of any sort, being directed towards the programs described in this submission, that feels like too much to the point that it will hamstring the budget available to any other potential ideas. This comes from me being increasingly disillusioned with the long-term sustainability of renting-liquidity. There are other suggestions included under this rubric, granted, but the inclusion of this specifically makes me worried that the lions-share would be going into this and things of this nature, which I worry may not be productive. Edit: It has been clarified that “Incentives are a small portion of this bucket” which reassures me, so this part of my comment has been largely addressed IMO. > [@tnorm](#): > > ## Objective 2: An Accountable Operational Framework > > … > **Year 1 – Establishing an Operational Structure** > > - Establish Operational Swim Lanes: Define focused scopes for each Arbitrum-aligned entity under the DAO’s funding purview, including clear assigned responsibilities and direct accountability for every stage in the partnership and investment lifecycle and sales pipeline. > - Strategic Alignment: Initiate decentralized goal-setting, performance review, and funding frameworks that provide structure for transparency and stakeholder confidence. I find this very welcome, as in my opinion [The Vision](https://forum.arbitrum.foundation/t/a-vision-for-the-future-of-arbitrum/28962) was very heavy on “all these powers will be granted and delegated to AAE’s” while providing no expectation of oversight or accountability. AAE’s are useful and sure to serve an as important role going forward as they are now, if not moreso, but it has to be under a system of reasonable checks and balances on their activities. So far the creation and evolution of The Vision happened, as far as I can tell, [entirely behind closed doors with only the end-product dropped in our lap](https://forum.arbitrum.foundation/t/establishing-a-dao-events-budget-for-2025/26734/101), without dialogue or even responses to comments in The Vision-thread that now exists. Past behavior is the best predictor of future behavior, and past behavior of AAE’s working in concert have resulted in secrecy, non-transparent collaboration and one-way-communication without questions or concerns addressed. We have no reason to expect different from them going forward, so we need to _require_ a reasonable level transparency and dialogue as one of the conditions of collaboration. --- _[View the full topic](https://forum.arbitrum.foundation/t/sos-submission-tnorm-strategic-objectives/28977)._