Amid today’s sweeping digital wave, one thing is clear: “Old tickets won’t get you on the new ship.” Traditional organizational operation models, especially the top-down, hierarchical pyramid structures, are increasingly out of sync with the fast-paced market. In the past, product updates would take months to roll out—by the time it launched, users had already moved on to other platforms. In contrast, Web3 organizational operations, represented by DAOs (Decentralized Autonomous Organizations), break away from the “old playbook” by connecting the key components of participation, contribution, incentives, and governance into a highly efficient loop. Through tokenized governance, smart contracts, and NFT-based incentive mechanisms, this new operational paradigm is reshaping how organizations function in the digital era.
I. Bottlenecks and Deadlocks of the Traditional Model
As the old saying goes, “A single rope can’t bind a crowd.” While the centralized operational model of traditional organizations created massive commercial value in the Web2 era, it is clearly falling short in the face of Web3’s decentralized tide. Three major issues plague traditional operations: slow decision-making, sluggish execution, and a lack of transparency.
1. Inefficient Decision-Making: Bureaucracy Loses Opportunities
In traditional “top-down” decision-making, each decision must “climb a staircase,” with every layer of approval adding time and bureaucracy. For example, at a well-known internet company, product updates had to go through six layers of managerial approval, and by the time the product finally launched, the market “trend” had already passed.
Web3’s alternative: Decisions in DAOs like Uniswap are made via token-holder voting. From proposal to vote to execution, the entire process takes just 24 to 48 hours. Compared to the traditional process, the difference is as stark as lightning versus a snail’s pace.
2. Opaque Profit Distribution: Users Are Left Out
In traditional companies, profits are distributed to shareholders and executives, while users receive little more than “points” or “coupons.” But in Web3 organizations, users become stakeholders. Token holders are not just “consumers” but “contributors” and “governors,” with the right to participate in decision-making and profit-sharing.
II. New Approaches in Web3 Organizational Operations
When it comes to Web3 organizational operations, three “magic weapons” stand out: tokenized governance, smart contract automation, and diversified revenue streams.
1. Tokenized Governance: Influence Comes with Tokens
The logic is simple: “If you hold tokens, you have a say.” In a DAO, every decision is made through “one token, one vote”. Community members can use tokens to vote on protocol upgrades, fund allocations, and even the hiring or firing of team members.
Case Study: MakerDAO’s “Democratic Voting”
MakerDAO’s governance token, MKR, exemplifies this logic. MKR holders can directly vote on key issues like protocol risk parameters and governance structures. Data shows that MakerDAO’s community participation rate is 45%, compared to only 15% for traditional corporate shareholder meetings. While one side suffers from “silent shareholders,” the other enjoys “collective enthusiasm.”
2. Smart Contracts: Automatic, Decisive, and Trustless
Traditional companies struggle with execution due to their reliance on “human oversight,” requiring intermediaries to review, track, and enforce actions. Web3, on the other hand, relies on smart contracts. Once the rules are set, execution is automatic and unstoppable.
Case Study: Revenue Distribution in a DeFi Project
One DeFi project uses smart contracts to automatically distribute profits. The contract locks in the revenue split: 80% goes to community contributors, 15% to ecosystem development, and 5% to the reserve fund. This “ironclad, unchangeable” mechanism eliminates manual distribution and cuts operational costs by 80%, all while eliminating the risk of behind-the-scenes manipulation.
3. Diversified Revenue Models: No More Sole Reliance on Traffic
Traditional companies often rely on a single revenue source, like advertising or product sales. But Web3 organizations “diversify revenue streams” with creative income models. For example, OpenSea’s revenue includes:
- Transaction fees (35%)
- NFT royalty sharing (25%)
- Ecosystem service fees (20%)
- Cross-chain business revenue (15%)
- New innovation revenue (5%)
Case Study: GameFi’s “Contribution-to-Earnings” Model
A GameFi project implemented a “dynamic revenue-sharing” system where 80% of revenue is distributed to users based on their contributions, 15% supports ecosystem development, and 5% goes into an emergency reserve. This approach boosted community activity by 200%, motivating even the most “silent users” to engage actively.
III. NFTs: The Triple Role of Identity, Contribution, and Rewards
When people think of NFTs, many still associate them with “digital avatars”—but in Web3 organizational operations, NFTs have evolved into identity credentials, proof of contribution, and incentive rewards.
1. Identity Credentials: NFT as Employee ID
In DAOs, NFTs are no longer just “cool profile pictures.” Instead, they serve as “identity IDs.” Some DAOs issue unique “work NFTs,” and only those holding these NFTs can participate in specific tasks or governance activities.
2. Proof of Contribution: Work to Earn NFTs
Some DAOs have introduced “task NFTs,” where community members earn NFTs for completing specific tasks such as bug fixes, event planning, or content creation. This NFT becomes a badge of honor, showcasing the holder’s contributions.
3. Dynamic NFTs: Level Up as You Contribute
Even more exciting are “dynamic NFTs” that evolve based on user contributions. Similar to video game avatars leveling up, dynamic NFTs change appearance as users increase their participation. This “gamification” of contribution drives engagement, boosting community participation by 150%.
IV. Future Outlook: The Road Is Long, But the Journey Has Begun
While the “vision” of Web3 organizations is grand, achieving it requires overcoming several challenges:
- Governance Efficiency: If there are too many proposals and votes, it slows down decision-making. ENS’s governance process is worth emulating with an initial discussion (72 hours) + formal proposal (48 hours) + voting period (7 days) + execution period, ensuring “efficient democracy.”
- Security Issues: If a bug exists in a smart contract, hackers can exploit it.
- Regulatory Risk: The regulatory “sword” still hangs overhead. The legal status of DAOs remains in question.
However, as always, challenges come with opportunities. According to forecasts, by 2025, the Web3 market is expected to reach $500 billion, with an annual growth rate of over 100%.
Conclusion: Get On Board or Watch From the Shore?
“When the tide recedes, you see who’s been swimming naked.” Web3 organizational operations are no longer just a “new buzzword” but a fundamental shift in organizational structure. Tokenized governance, smart contracts, and NFT incentives are not only reshaping operations but also redefining the relationship between people and organizations.
For traditional enterprises, the most dangerous thing is not “being eliminated,” but “not realizing you’re being eliminated.” Instead of waiting to be “left on the beach,” it’s better to seize a seat on this Web3 ship.
If you’re still hesitating, you might miss your chance entirely. After all, those who board early are already enjoying the view from the deck.