Currently, we are hammering down different aspects of the DAO to find the best fit for ours. So regarding the MSC and how we are allocating each project’s budget, I wanted to propose some modifications to the current one.
This topic has been discussed to some extent in the link down below, but to make a decision, it needs to be discussed further.
so here we go:
I think the current MSC structure needs some modifications:
The % we wanna allocate to the MSC should be flexible.
Sales needs fixed % allocation.
I don’t think pillar should be in the MSC.
To my first point the issue that I have is, we are going for a fixed % and not considering the fact that like the content, the quality of the work that the MSC group does also can vary from project to project. In this case the PM’s work needs to be documented, I don’t mean something fancy that would waste his/her time. In the end, ppl need to see behind the scene work so they can allocate properly.
To my second point, we need sales and sales needs clear incentive. Sales should be separate and be clear.
So to wrap it up, I mean for example we allocate 10-15 % to sales and 20-25% to MSC based on the quality of their work. The %s are just for example, DAO needs to decide on those.
One more thing I think it’s worth mentioning, everyone should be aware that they can be PM or be part of a strategy group.
We have to keep in mind not to complicate things and add unnecessary stuff, if anyone thinks anything is redundant, mention that. we need things to be as simple as possible
The important thing we need to figure out in case we’d agree on this, is how we wanna assess the quality of the work that MSC has done. This needs to be discussed further.
I mean if we want participating CRE8Rs in an epoch to decide on the % that MSC is gonna get, they are gonna need some documentation to base their decision on. Maybe something like this:(Likert scale)
- feedback from client 1 2 3 4 5
- Sharing new info on client 1 2 3 4 5
- Setting up Job board 1 2 3 4 5
Those are just examples