Few thoughts on the initiative.
To prepare a roadmap its good to understand the context of the organization.
(1) Look at the resources and capacities at hand.
Let the CF first provide a full financial transparency on fiat, crypto and other assets holdings and the CAPEX and OPEX budget plan figures.
This won’t happen btw, so only assumptions can be made. But without this everything will be a fiction and wishlist.
Parson made a massive damage on funds and its expensive to operate an organization at its current size. There might be very limited assets available.
(2) Consider the skills, competences and capacities available at CF.
Build on the people at the Foundation, what they are good at, play on their strengths and avoid their weaknesses.
Legal, Regulatory and Compliance topics for instance are well covered and might be efficient to favor.
(3) Then investigate the limitations and restrictions at place.
There are legal proceedings from Z/Yen? Any legal or regulatory limitations in Swiss to consider?
Limitations are also all legal obligations, contractual engagements already in place.
(4) Which are the key goals?
Let the Community prioritize based on current circumstances.
Make compromises as we can’t have it all.
(5) Align the goals with the Cardano Product Roadmap, Ecosystem maturity, Community maturity and other Ecosystem Members (IOHK, Emurgo, Partners, Projects).
Avoid planning too much ahead, leave resources for future items.
Keep the roadmap dynamic, and revise on a quarterly basis with the Community.
Plan for 2020 & 2021 is more then enough.
(6) Define for each goal a roadmap and corresponding roadmap items how to get there.
Let the Community suggest the Cardano Improvement Proposals and vote on these items. There are a lot of paths to success.
Make sure each roadmap item has associated cost estimation, duration, complexity, value, dependencies, risks & mitigates, etc.
(7) Define the monitoring and reporting facilities for monitoring the Roadmap execution and holding the Foundation accountable.
Incorporate in the Foundation Charter (if possible) the accountability towards the Community. The Foundation Council acts as the BoD, but the Community represents the Shareholders.
Define and agree upon objective KPIs, measures and metrics for progress and success.
Have these KPIs & Targets incorporated within the employment contracts (higher bonus, lower salary). Build an organization that is financially incentivized around the targets agreed with the Community.
Also consider engaging an independent 3rd party auditor to prepare a public report on the Foundations performance towards the KPIs.
It will be interesting to see how much the Foundation is willing to change to support such a Public Roadmap and be accountable, transparent and incentivized to execute it. It expects the Foundation to sacrifice a good portion of control and comfort, which is very hard to do.
Btw the foundation charter is still bad:
Förderung von neuen Technologieentwicklungen und Applikationen, insbesondere Förderung von neuen offenen dezentralisierten Softwarearchitekturen. Dabei sollen dezentrale und offene neue Technologiestrukturen ermöglicht, gefördert und erhalten werden. Im Vordergrund - aber nicht ausschliesslich - steht dabei die Förderung der Entwicklung des so genannten Cardano-Protokolls und die entsprechende Technologie sowie Förderung und Unterstützung von Applikationen unter Anwendung der Technologie bzw. des Protokolls; vollständige Zweckumschreibung gemäss Statute
Btw Charles might say for a good reason he has no influence at all on the Foundation, but I have heard good rumors for the opposite. Do you Guys seriously believe he doesn’t run the Foundation? Charles would be the best man for this and he would gradually release control, which would be the way to go.