Growth DAO Whitepaper
  • Introduction to Growth DAO
  • Manifesto
  • The problem
    • Human Problems
    • Market Problems
    • Organisational problems
    • Challenges of a startup founder
  • The Solution
    • The Power of DAOs
    • Creating a self-managing organisation
  • Growth DAO Benefits
    • For startups
    • For growth experts
    • For investors
  • Our Team
    • Founder experience
    • Growth DAO Core Team
    • Roles within a growth team
    • We have a culture of experimentation
  • A Global Startup Ecosystem
    • Ingredients for success
    • Commercial model
    • Financial projections
    • Timeline
  • Growth DAO Tokenomics
    • Tokenomics Explained
    • Ecosystem Tokenomics
    • Tokenomics Diagram
    • Deflationary structure
    • Benefits of owning GRWTH token
    • Tokenomics Model
    • Reputation mining
  • Governance
    • Community governance
    • Client governance
    • Decentralised dispute resolution
    • Security
  • Summary
    • The future of Growth DAO
    • Why join us
    • Legal Disclaimer
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  1. The problem

Human Problems

Startups can’t find the best people for rapid growth and can’t incentivise them for long-term success. We still live in a world where startups are created and scaled by people, not technology. The best startups need human resources to scale rapidly and achieve breakthrough success. Yet, the current recruitment model is broken and wildly inefficient. Capital and funding are concentrated among a select number of startups and corporates, who hoard the best talent. These companies apply the corporate ‘golden-handcuffs’ and lock the best creative talent into non-creative, monotonous, unproductive roles. The best people are reduced to being small cogs in the corporate machine, finding busy work to fill time.

Corporations are often seen as a place of dread and drudgery, instead of passion and purpose. Old organisational paradigms dictate a centralisation of power amongst executives and board members. These owners set the budgets and strategies, based on high-level information. Swathes of middle management are placed to carry out their directives and often left behind in times of change. And we’re in a time of change. According to Frederick La-Roux (Reinventing Organisations), this dominant hierarchical organisational structure has encouraged short-term thinking, corporate greed, overconsumption, and the reckless exploitation of the planet’s resources and ecosystems.

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Last updated 2 years ago