Twenty Thirty is a movement and a company. We are looking for people who act like owners, because they will be owners. We are an emergent structure that builds organically, as new people bring their energy to the project. We work for joy, teamwork, and the satisfaction of building a new world. This is a summary of our constitution.
Mission answers the "What?" question. Twenty Thirty works at the intersection of technology and decentralization. We believe that decentralization will be a powerful force reshaping organizations and society. Our mission is threefold:
- To create a network of innovation centers to reimagine and reinvent the way people work using decentralized technology.
- To build a diverse portfolio of experiments, projects, and business units that empower people, organizations of all stripes, and society at large. We want to build the infrastructure, tools, apps, and smart contracts that one billion people will use in the year 2030.
We want to help millions of people understand and use these tools, to make them mainstream.
Here's a micro version:
Empowering individuals to reinvent the way people, organizations, and societies work.
Purpose answers the “Why?” question. We’re here to change the world. We strongly believe that decentralization and autonomy will make the world a better place. On the one hand, we want to solve first-world problems, so we can bring in a new era of efficiency and capability. We want to give individuals, small companies, and groups the leverage to do things they could never do before (like issue their own currency or share information better), as described in the essay on DecentralStation.com. On the other hand, we want to help governments and people in developing countries escape corruption, establish property rights, vote effectively, get access to more information and education, make use of the new blockchain infrastructure and tools, and generally leapfrog into the 21st century using simple tools like laptops and phones. We are working to get 5 billion people unbanked while empowering 2 billion to join the global community.
Values and culture guide the "How?" question. Most companies have similar overall values. What we mean by values is the few things we are willing to be extreme in enforcing. For example, Google is extreme about “hiring the best people.” They hire about 1% of the people they interview, so they spend a LOT of time interviewing and take hiring decisions very seriously. Another example is Mahatma Gandhi’s principle of non-violence. This value was so integral to his work that he was willing to sacrifice even desired results if achieving those results would have meant sacrificing his commitment to non-violence. You must take your values very, very seriously. Ours are ...
- Radical Openness. We want anyone to come from anywhere and play with us. As people show their capabilities, they will work their way toward the core group (see below). We will have open information and value equal access to books, salaries, plans, etc. We will probably have a few levels of openness, so that we don’t necessarily tell the public everything, but it will be mostly open.
- Emergence. There are no titles, no positions, no job descriptions, no interviews, and no rules. There is enthusiasm for the mission and a willingness to collaborate. In general, there will be very few specialists and many generalists. We will use a company-wide Kanban system to help us stay agile and build what people want. Just people swarming in and doing what needs to be done. Emergence means people rise to take the initiative and get things done. It does not mean full consensus.
- Integrity. With great autonomy comes great responsibility. We recognize that integrity (defined as keeping your word and taking responsability) is not merely a virtue we aspire to but a positive factor of production, like labor or capital. Integrity is a key foundation for autonomous actors to build trust and collaborate.
- Social. We believe in centralizing the decentralizers. By fostering a thriving online community, we will be able to help people all around the world and that will lead to more innovation centers. We have learned that people innovate better when they work together side by side. Once our centers are up, we will encourage people to spend at least six months with us in our centers before they work remotely. Then they can go back to their cities and start their own center. In the meantime, we're all working separately, collaborating, volunteering to build the products that will move us forward.
- Systematize. Get information out of people’s heads and into systems. Be fanatic about creating systems and software around any repetitive work. At many companies we admire, they do this relentlessly.
- Education. We want to teach the world about blockchain, the same way the Internet pioneers taught the world about the Web in the 1990s. We are dedicated to learning and sharing what we know. We want internal as well as external education, and we want to be paid to educate companies and governments on the blockchain revolution. We recognize that what breeds innovation are not answers but questions and a spirit of continuous inquiry.
We will have a separate culture document. For now, see these references:
- The Culture Deck, by David Siegel
- Joy, Inc., by Richard Sheridan
- Valve Company Handbook
- About Morning Star
- Mind Valley's Culture video
Our first goal is to build a strong online community of people who are enthusiastic about our mission. Other communities are for hackers and developers. Our community is for entrepreneurs, bootstrappers, marketing, social, business, and sales people. This online community is for anyone interested in building decentralized solutions to today's business problems. We will have plenty of technology people, and we can collaborate with those communities. But our focus is on customers and finding needs before creating solutions.
We want to establish innovation centers in several key cities: London, Amsterdam, Bangalore, Sydney, Tel Aviv, Sao Paulo, and around the world. The list of cities at the moment isn’t very meaningful. We want to grow organically, to harness the desire of people around the world who want to build this future together. We don't plan to run accelerators. Each innovation center must break even or make money. We are looking for partners in each city to support us.
We will do consulting - not just to pay the bills but to engage with the market, help larger companies decentralize, work with governments, and generally enlarge our footprint.
We want to support entrepreneurs in creating the products and services that will be mainstream in 2030. We will run bootcamps, trainings, events, hackathons, and much more. We want groups to form and solve problems. If they decide to spin out to launch their own companies, that's fine, but our model is to keep projects in-house and create a single company that grows and grows.
We want to build products and services that are profitable. Ultimately, 2030 is a company driven by the passion to create products and services people need and want. We engage with customers from the beginning to make sure we're building and selling what people are willing to pay for.
This is a top-level view of our structure, whether people are working in our centers or remotely ...
- Core team are the "principals" or "partners," though we don't have those titles. Some core team members may have stock, others may not. The core team makes decisions centrally, in a way that will be defined later. The core team has two important roles: 1) manage the money and corporate affairs, and 2) support everyone else in accomplishing their goals.
- Lab members members do research and create tools and core libraries - things other teams use to build on. There will be a strong emphasis on technology and market. We will have world-class cryptographers, AI, architects, data scientists, UX/UI people, and developers. We'll also do customer research, building databases of psychographics, market signals, and mapping the customer journey. We want to know more about the decentralized customer than anyone. We hope to publish reports and provide special services clients can subscribe to.
- Central services is a team of generalists that creates systems for doing back-office functions. We will use a Kanban system and swarm to where the work is.
- Software services a team of sys admins, cryptographers, programmers, security people, product owners, developers, and others who work together to build solutions.
- Strategy and marketing services is a team of generalists creating content, partnerships, product launches, campaigns, communications, PR, growth hacking, and much more. It's this basic tactical execution that makes or breaks projects.
- Domain pods are full-time employees and consultants working on particular industries to define problems, solutions, interface with the market, and own their products and their brand in their market. An experiment turns into a project turns into a pod turns into a division. A successful division may have several pods. Examples include insurance, financial products, supply chain, medical, education, energy, media, etc. We may acquire pods, but mostly we expect to develop them from people doing experiments.
- Divisions may contain several pods in a given industry. For example, the insurance division may have three different pods working on different types of insurance. They will eventually collaborate as a single division.
Why We Don't Build Startups
Startups are great. They have changed the world enormously. Several of us have spent most of our lives in startups. But startups have upside and downside. The upside, which everyone can see, is that you can get rich beyond your wildest dreams. The downside is that this only applies to 0.000000001% of entrepreneurs. The vast majority of startups die: 98 percent of angel-funded projects die or don't return capital; 90 percent of series-A funded startups don't return capital, 80 percent of series B, etc. Because we're building solutions using blockchain and related technologies, we want to develop and share core technology among many projects. In this case, it's better to have core expertise, IP, and assets that we can build solutions with in a single company. We want our entrepreneurs to find market opportunities and then work with us, continuously delivering and improving solutions.
We think there's too much overhead in building companies. For an early-stage investor, it costs $250 to $500k just to do an experiment. People need cofounders, they put together a team, they need a legal structure, financing paperwork, back office, etc. And then 98 percent of them fail.
We want to create an environment where it's safe to fail. If you fail, as most experiments do, that's no problem. We don't have to dismantle a bunch of structure. We just try again. You may try ten times until you find traction with your audience. That's fine with us. We are 100 percent focused on solving customer problems, not legal and cap-table issues. We want the upside while minimizing the downside.
Innovators need cash to pursue their dreams. We want to be the fundraisers who provide funding for many projects. We're not a venture-capital fund. We want to find people who have done successful experiments and give them the fuel they need to exploit the opportunity they have found. We believe in keeping these projects in-house, so teams will join us and make us stronger.
I believe most people don’t work for money. They work, as Aaron Dignan says, for autonomy, mastery, and purpose - to make a difference, and to enjoy working with other capable people focused on results, not politics. They want to build their skills and be recognized. They want the years they work to be valued. They want to be paid a reasonable amount, but that’s not why they work. In fact, most people are more interested in security than risk/reward - if they knew they would be able to keep their jobs (not be fired), they would trade that against more salary or even stock.
We plan to go public within 18 months of our initial funding round. We plan to use our 2030 coin to pay people initially. While the coin won't be liquid during this period, when we have our ICO we hope it will be worth a lot. We'll be using a Slicing Pie method of allocating equity and acquiring startups. As you work for Twenty Thirty, you'll be paid in our coin.
Before we go public, all existing coin holders will have a chance to buy more ahead of the crowdsale. The only way you can become a coin holder is to add value to our projects. So start acting like an owner, because as soon as you start contributing, you'll be one! Keep track of your hours, and there will be a formula that translates hours at risk into equity.
Once we're public, you can keep as much of the coin as you like. Your salary will be paid in our coin, so hold it if you want to invest in the company, or sell it if you need cash. You can buy more any time you like.
A pod is a successful experiment that gets its own budget and P&L. There could, for example, be several IoT pods. Pod founders will get equity in the money their pod makes, as well as in the overall company.
A division is one or more pods going after a vertical, like insurance or health care. The founders of the pod that leads a division will also get more equity in their division. This is not fully designed and requires further discussion.