First of all, congratulations on this initiative and thank you for the call. I’m fully aligned with the vision and strategic direction you’ve presented. The document is well-structured and touches on key points needed for us to mature as an ecosystem.
I’d like to share some thoughts and contributions on this strategy draft, focusing on:
- A vision for Decentralized Consulting
- The need for more real-world-ready and adaptable products
- A broader view on incentives and funding beyond Treasury and VC
- Next Steps for Strategic Agenda.
1. A Vision for Decentralized Consulting ( This is something that we are going to make a open call for community soon)
I’d like to share a perspective that bridges the Relationships (regarding BD) and Services tracks and could further strengthen the proposed strategy.
As Peter Drucker said, “Culture eats strategy for breakfast.” I believe the success of any strategy deeply relies on empowering agents with culture, tools, and incentives. We need to create more structures to guarantee that we have capable agents in our ecosystem, with more than knowledge but with tools to enter any social structure (mainly government and companies).
We are already the largest on-chain decentralized organization in the world, and that alone holds incredible narrative and market power, especially for companies and governments seeking digital and cultural transformation. Polkadot reflects the spirit of a Teal organization, as described by Frederic Laloux in Reinventing Organizations: a system guided by purpose, self-management, and human wholeness. In this model, leadership is distributed, roles are dynamic, and systems evolve organically. This is something that culture-driven leaders in organizations are searching for more and more (in private and public sectors,
Polkadot is not just tech — it’s a living ecosystem experimenting with how people collaborate and organize in the digital age. This alone can be a powerful and innovative narrative, standing apart from traditional, top-down institutions and for sure we are a case of culture innovation (we already can compete with EY, KPMG and others). Somehow, we are positioned in this way as a BRAND, but not as 360º possible services on tech and culture.
What I’d like today is that we intend to begin a structure of a network of “Transformation Agents”, local leaders capable of acting as consultants, facilitators, and educators — bridging the technology to institutional actors and translating Web3 values into real-world change.
These agents must be equipped not only with technical skills but with playbooks, methodologies, and frameworks related to (for example) the innovation process, business design, narrative crafting, design thinking, governance models, and strategic implementation.
This can evolve along two key fronts:
- A decentralized consulting organization, gathering talent and brands from the ecosystem to serve companies, governments, universities, and startups.
- A training and formation program, starting from our ambassador community, not only teaching Web3, but preparing people to act inside institutions with clarity and impact, using structured methodologies.
One of the tools to support this movement is Polkadot.Education, a CMS-based open-source platform designed to empower newcomers and agents alike. Even in beta, it has proven effective as a gateway into institutions in Brazil.
At launch, it will follow a dual-use model:
- On one side, a standard governance model for core learning tracks, ensuring quality and coherence across the ecosystem. We want to use Holocracy model woth Valocracy for contribution.
- On the other, full flexibility for local agents to adapt, replace, or customize content to their needs — whether for community onboarding, internal university programs in companies, or standalone paid courses.
To illustrate what I’m saying, we are about to launch Polkadot Education.
Polkadot.Education was built to be one of many tools to support the decentralized consulting architecture and community. It’s plug-and-play, multilingual (Portuguese, Spanish, English), and it can be adaptable to any region or audience. Agents will be able to:
- Create independent educational journeys
- Use it for public or private partnerships
- Deploy their own branded training spaces for clients or institutions
To ensure coherence across regions and institutional relationships, we will propose a global coordination layer to review and align methodologies, materials, and standards. While we encourage local innovation, this layer will help maintain a consistent, high-quality approach in global engagements.
To illustrate this, here’s just one possible journey — among many — where Polkadot.Education can serve as a strategic entry point into long-term relationships with institutions:
Imagine a company curious about blockchain. They start by offering their team an introductory course via Polkadot.Education — customized by a local agent using our CMS.
From there:
- Some employees get deeper into the tech, and we follow up with intermediate and advanced modules.
- The company asks for a workshop on decentralized governance, co-led by one of our consultants.
- After gaining confidence, they explore a pilot project using Polkadot stack, supported by a local dev team from our network.
- Months later, they request outsourced Web3 professionals, or even a full dedicated squad to integrate blockchain into one of their products.
(of course there are a lot of details here that I’m not going to put in this post)
Throughout this journey, Polkadot.Education acts as a bridge — opening the door, maintaining value over time, and helping us position ourselves not just as a tech provider, but as a long-term innovation partner.
They now see us not as a one-time vendor, but as a trusted gateway to Web3 transformation — someone to call whenever innovation is on the table.
This is just one possible joruney. There are many more. But it shows how powerful it is to have tools like Polkadot.Education integrated into a consulting journey — always opening new doors for real-world adoption and to help on to shift the mind of decision makers and collaborators.
I’m not going to say more about this; we are going to launch an Open Call so we can invite more people to build this with us.
2. We Need More Real-World-Ready, Adaptable Products
Beyond consulting, we need to evolve our product strategies. It’s not just about having good tech — it’s about ensuring that our solutions are designed for real-world implementation and have distribution strategies that align with real pain points.
In my opinion, a great example of this is Polimec.
The structure of the product and tech allows Polimec to become a **plug-and-play ** decentralized infrastructure for RWA tokenization, usable by financial agents worldwide.
If well executed, it has the potential to power the next generation of investment banking infrastructure — and more importantly, it’s narratively ready for traditional stakeholders to adopt. Of course, we need to understand incentives in each market.
We need more of that. Products that:
- Speak the language of institutions
- Have clear UX/UI for onboarding
- Come with examples, blueprints, or API integrations ready to deploy
- Are backed by agents who know how to explain and implement them
That’s where BD, distribution, education, and consulting meet — and we should double down on this intersection.
3. We Must Broaden Incentives Beyond Treasury and VC
This is a key point I believe is missing in the SWOT and needs further development.
We should not rely solely on venture capital or treasury funding to develop our initiatives.
Around the world, governments offer various incentives to support science, research, and innovation — through tax benefits, R&D programs, and non-refundable public financing for technology and product development.
Polkadot’s strength lies in being a global, highly-educated, and diverse community. We must leverage this by mapping and accessing local incentive mechanisms in each region.
In Brazil and Europe, for example, we already know how to access public grants and funding that can complement and multiply ecosystem resources. These opportunities exist today — and I’ve personally been working with institutions build bridges toward this and I do have experience as well - we will do this in Polkadot. Others techs already did that for years and that were their sucess.
This connects deeply with the consulting layer mentioned earlier: a decentralized consulting framework would not only support adoption, but also help access local capital, incentives, and institutional deals.
With coordination and clarity, we can diversify our funding strategies, empower local agents, and scale open-source innovation through new financial avenues.
4. Next Steps on this Strategic Agenda
To make this vision actionable, I believe we should open up a shared document (e.g., Google Doc) for community collaboration. This would allow contributors to:
- Leave comments
- Suggest edits
- Propose new topics or tactics that may not have been considered yet
In addition, as this agenda gains traction, it would be valuable to create dedicated discussion groups, each one focused on one of the strategic topics. This way, we can go deeper and more granular — discussing tactical ideas with agents who are either already doing relevant work, or who are ready to activate in alignment with the strategy.
We should also review whether all key strategic dimensions are being contemplated in the current structure. Are there gaps? Are there overlapping areas that need clarity? A shared doc and breakout groups could help refine this.
Finally, I suggest we actively engage and sensitize existing roles within the ecosystem, such as:
- DV collectives
- Bounty curators
- The Ambassador Program
These groups are already operational and trusted — and they can become key amplifiers and implementers of the agenda.
Suggested next steps:
- Set up a Google Doc for collaborative editing and discussion
- Create topic-based breakout discussion groups
- Review current strategy structure and identify potential gaps
- Engage DVs, bounty curators, and ambassadors as strategic allies
Let’s take this forward!
