Agricultural communities and initiatives are not yet sufficiently aware of the disruptive potential of DLT/Blockchain, WEB 3.0 and Metaverse
Detailed research will be summarised in a comprehensive Whitepaper, showing strategies for sustainable approaches & business models
This is the total amount allocated to DLT360: Agriculture and Metaverse
DLT360 is working in close proximity with NGOs, University of Malta and with interesting initiatives in the Permaculture segment, promoting decentralised organic farming in difficult regions (concretely: Malta, Italy and European Alps). Resulting from a DLT/Blockchain workshop held in Malta during March 2022, ideas for a new way of sustainable and profitable small-scale farming were born.
While large-scale farming is more or less included in the farm-to-table concepts for CPG Industry (see our related proposal within this Challenge Setting), small-scale, family or community driven farming is getting more and more squeezed. In many areas of Europe, local food-production is disappearing, with devastating consequences for supply security and the environment.
We take the results of our Maltese Small-Scale-Farm Workshop as a starting point:
The workshop in March 2022 was ideating the following aspects of future small-scale farming business models
Financing: Using smart Tokenomics (DID, Utility Token, NFT). 'If people buy ‘bored apes’, Maltese/Italian/Austrian Farms of the Future will find money worldwide. People like to dream and support cool things, AND consumers could make a ‘insurance option’ for the right to buy food in case of any unexpected shortages.
Our goal is to continue running this project in close proximity with selected initiatives in Malta, Italy and Austria and to integrate the findings in form of Whitepaper into the Environmental & Business Dimension of the DLT360 Risk & Opportunity Radar. After this, the Whitepaper will serve as basis for establishing active cooperation projects, driving further activities such as establishing more specific Implementation Yellowpapers, Blueprints and Consulting Artifacts.
Please note: This proposal is part of a bigger picture:
The basic setup of the DLT360 Risk & Opportunity Radar was funded in fund 6 and greatly supported by a number of projects in fund 7. Fund 8 will hopefully let us continue and finally get to the status of mature, subscription-based services. Our initial work of fund 6 will be completed by approximately end of Q1/2022 with a first 360-degree roundtrip-video and roundtrip-presentation.
Why are we doing all this?
Cardano - similar to successful professional companies - needs to continuously investigate facts, trends, risks and opportunities. In commercial companies, this is typically done by independent risk-management entities reporting directly to the C-suite. With our services, we want to support Cardano in
We are currently presenting our activities in form of single projects, hoping to overcome this stage with fund 9. At the end of 2022, we want to be a subscription-based service, also available to outside-Cardano clients worldwide (like commercial companies), becoming economically successful and independent from the initial Catalyst startup funding. Please also check and support our proposal for future subscription-based funding (Proposed F9 Challenge Setting:
We see the following aspects contributing specifically to this challenge setting:
We have very motivated NGOs in the background, but we need to carefully incorporate them into a professional working environment, so that we achieve really tangible progress (not the strength of these visionaries, as we have experienced in a number of workshops and discussions). We consider this 'manageable', as we are handling this as part of our professional DLT360 framework.
Anther challenge comes form the need to pack our activities into single projects, but we hope to overcome this stage with Fund 9. At the end of 2022, we want to be a subscription-based service, also available to outside-Cardano clients worldwide (like commercial companies), becoming an economically successful service-provider, independent from the initial Catalyst startup funding.
The DLT360 team is applying a Business Model Canvas (in MIRO) for continuously optimising the overall business model approach. As most of our activities are highly interlinked, we see overlapping as well as specific elements when looking at the business model canvas project-by-project. Therefore, this part contains both: Generic and specific elements:
1) Customer Segments / Target Groups (generic for DLT360)
2) Value Proposition (generic for DLT360)
Dependent of the above listed customer-segments, we see our value proposition as following (more details in MIRO):
3) Distribution Channels (generic for DLT360)
Depending on customer-segment and corresponding value-proposition, the following delivery channels will be used:
4) Customer Relationship (generic for DLT360)
After handling our startup-activities based on fund 6 and on investments from Heinz Gassner, the fund 7 and fund 8 funding allows us to deepen our content-creation and to grow our team. Based on demonstrating the value we create, we are aiming for subscription-based service agreements in the future. The relationship with outside-Catalyst clients will be based on such subscription-based services and on specific project-based agreements.
5) Revenue Streams (generic for DLT360)
During this early stage of our startup, we are fully focusing on servicing the Cardano Community. The fund 6 and fund 7 funding of our basic DLT360 Risk & Opportunity Radar will lead to delivering 2 quarterly reporting events (end of Q1 and end of Q2 2022). This specific fund 8 project will not be separately considered in terms of a revenue stream. We are applying a careful 'Lean Startup' approach during our journey for planning, checking and iteratively adjusting our Business Model according to our learnings, all documented in our MIRO environment.
For the time after Q3 2022, we see the following approaches regarding securing sufficient revenue streams for maintaining and growing our services as well as the required expert team and network:
6) Key Activities, Roadmap and Deliverables (now specific to this project)
This proposal is driven by the Economy/Business Team of DLT360. This project requires the following specific key-activities - all during Q3 / 2022:
Based on our listed key-activities and key-resources, we plan with the following costs (please note that we are in progress of setting up a formal company body and need to calculate with taxation according to applicable law):
DLT360 is operated by a core-team and by a flexible team of renowned domain experts as well as a scalable network of contributors from the Cardano community, from academia and from industry. For this specific project we plan with the following key resources:
Most of our DLT360 projects are highly interlinked and we handle the overall planning and tracking in our DLT360 - MIRO environment. Due to already running our fund 6 and fund 7 funded projects that way, we are well familiar with Catalyst Coordinator and acquainted with the relevant reporting processes. We are tracking our progress as following:
KPI Progress and Success Measurement (for our activities during Q3 of 2022)
Our Definition of Done and our success criteria by end of Q3 of 2022 are derived from the above listed KPI measurement:
This is a new proposal, but the results will be integrated into the Economy/Business-dimension of our DLT360 Risk & Opportunity Radar (therefore, this is not an isolated 'one-off' activity, but an important building-block of overall DLT360 journey).
To be completed.
The DLT360 Domain Expert Team & Contributing Network
Detailed information & links provided in 'Feasibility' section below