Generally in agreement that guilds should not be focused on generating revenue, but rather fostering talent and staffing downstream projects that do generate revenue. But within bounds as well - As links said, they are a huge cost center and we need to sustain them.
I’m hoping that, as part of the GSE program under Contribute Alignment we’ll begin to standardize guild practices.
On another note, I like the abstraction of Departments, but disagree with the definition.
I see Departments as ways to tackle specific verticals in the DAO. The most obvious departments in my mind are Media and Membership Benefits. Or even the recent Branding discussion.
These Depts serve as a meta-coordination layer for existing DAO projects. In this way, Tokenomics would not be a department, but something else entirely. Personally, I see Governance, GC, and Tokenomics as their own class of org primitives.
The Media Department would work with media products (newsletters & podcasts) and provide services like:
- Partnerships
- Sponsorships
Membership Perks could be:
- Adfunistration
- Partnership (eg, discounts on events or whatever)
In this sense, Adfunistration is less of a department and more a domain within a broader department.