DAO作为当下风靡全球的自组织，以其广纳人才和高效协作的特色备受青睐。区别于传统公司，DAO组织不需要办公场地，成员间也不需要互相认识，甚至不需要工作交接。基于工作流程发起的任务完全是开放的，所有人都能够参与，并在完成后获得奖励。如旺链科技创始人刘涛所指出的，“DAO的关键不在于流程式的协作，只在于任务是否完成，这将是未来组织的发展方向。”
DAO is favoured as a global self-organizing organization, with its broad talent and efficient collaboration. Unlike traditional companies, DAO organizations do not need office space, members do not need to know each other, or even work-to-work handover. Tasks based on workflow are entirely open, and all can participate and be rewarded when they are done. As Liu Tao, the founder of Wanglong Science and Technology, pointed out, “DAO's key is not process-based collaboration, but simply whether the mission is completed, and this will be the future direction of the organization.”
DAO组织的思想源头及理论支撑
DAO的思想源头是“无为而治”。老子在《道德经》第五十七章中阐述道：“我无为而民自化；我无事而民自富”，意思是掌权者不被一己私欲所驱而胡乱作为，老百姓就会富裕。从公司治理角度去理解“无为而治”，大多时候指的是老板在工作时间可以喝茶、钓鱼，不需要去操心下属是否在“浑水摸鱼”；不用担心公司的工作进展是否顺利，而依然能够“稳坐钓鱼台”。在放权的管理中仍然能让公司有序发展，达到“无为而无所不为”的境地。这种让人艳羡的理想境界或许在DAO组织中可以实现。刘涛表示，DAO组织给予现代人的启发就是无为也可以得治。
The idea of DAO is “no good” at its source. In chapter 57 of the Ethical Book, I say, “I am self-absorbed; I am self-absorbed”, meaning that those in power are not driven by their own selfishness, and that the people are rich. From a corporate governance point of view, “no good” is understood. Most of the time, it means that the boss can drink tea and fish during his working hours, without having to worry about whether his subordinates are in “no good” or not.
DAO是去中心化组织的完整呈现。所谓的去中心化，是管控权和管理权的去中心化，而非领导的去中心化。刘涛表示，领导力和管理能力是两个维度的能力。事实上，理想的DAO管理需要一个有领导力的领导来赋予组织愿景和凝聚力，确立组织的基本规则，以寻求更多人对这个规则达成共识。随后，自组织领导的管控权和管理权限不再由这个领导或者这个组织的发起人说了算，进而达到“自组织化”，并且完成自组织的自我演化。
自组织理论为DAO提供了理论支撑。自组织理论源自普利高津1953年发表的一篇论文《耗散结构理论》。普利高津是个化学家，耗散结构理论其实是一个化学概念。普利高津在实验过程中发现，在一个远离平衡态的系统里面，一些分子可以自发的通过跟外界交换能量而自发地形成有序。他从化学和物理学的角度验证了自组织的可行性：即一个组织可以自发的通过与外界交换能量，从无序的状态变成有序的状态。刘涛指出，“耗散结构理论为DAO组织提供了理论支撑。事实证明，看起来散漫的组织，因为有共同的愿景和各自不同的优势，DAO组织最终也呈现了有序的状态。”
In the course of the experiment, Prigozin discovered that in a system far from balance, some molecules could spontaneously organize themselves through the exchange of energy with the outside world. He tested their own organizational feasibility from a chemical and physical point of view: an organization could move spontaneously from a disorderly state to an orderly state through the exchange of energy with the outside world. According to Liu, the doctrine of a dissipation structure provides the theoretical support for the DAO. It turns out that the DAO eventually has an orderly state because of a shared vision and different advantages.
DAO组织的“用武之地”
随着管理需求的提高、业务的增多，现代公司制组织下的公司人员和岗位越发臃肿，效率与人力资源的矛盾日趋凸显。这是公司在业务扩张过程中无法回避的话题。华为创始人任正非更是指出，“华为大到快要无法管理了。”
This is a topic that companies cannot avoid in the course of business expansion. China’s founding fathers, let alone say, “The size of China is so great that it cannot be managed.”
“现代公司制的重要弊端之一，是无论一家公司在管理上再扁平化，也都会设置成包含高层、中层和基层的科层制管理模式。”旺链科技总经理干莉指出，“中心化的管理方式有着明确的层级关系和领导结构，职位的高低决定了每个人的权利大小，森严的阶梯关系导致员工们无法释放潜力，影响组织的运作效率。”主要体现在以下几点：
“One of the major flaws of the modern corporate system is that, regardless of how a company is managed to flatten, it will also be set up as a top-level, middle-level and grass-roots management model.” As
01、公司的目标自上而下地精准传达和有效分解的过程比较艰难。一个组织的目标能够顺畅地上通下达取决于决策层、管理层和基层各自的利益和态度。传统的科层制管理模式，使得大局观不强的部门主管以小利益为重，时而内卷时而躺平。干莉表示，“CEO的目标跟基层员工的目标往往不一致，这就好比一场拔河比赛，每个人的用力点和方向各有不同，很难做到劲往一处使，心往一处想，内耗现象必然很严重”。
02、公司贡献者的利益分配处于失衡状态。几乎在所有的公司里，除了老板以外的其他人都会感觉自己的工资低，付出与收入不成正比。而长期处于这种失衡状态，必然让分配机制形同虚设，进而导致基层员工做事没动力没热情，中层管理没想法没活力，最终使得高层领导丧失执行力和行动力。 02, where the distribution of benefits among corporate contributors is uneven. in almost all companies, except for the boss, people feel that their wages are low, and that their payments are not proportional to their income. And long-term imbalances inevitably leave the distribution mechanism in thin shape, leading to a lack of motivation on the part of grass-roots workers, a lack of motivation on the part of middle-level management, and ultimately a loss of executive power and action on the part of senior leadership. 03、基层员工无法分享到公司发展的红利。组织的管理强中心化、等级森严，集中办公，扁平化一直停留在倡议和概念中，造成管理效率低下，成本固定沉重。当公司发展到一定规模和程度，人员数量不断增多，部门分支不断扩充，管理流程冗长繁琐，使得公司这颗参天大树下的“小叶子”——基层员工无法分享到公司发展的“阳光雨露”，他们无法获取相应的激励和掌握对称的信息。公司组织逐渐产生熵增现象，运行效率降低，最终阻碍公司的可持续发展。 03, where grass-roots workers are unable to share the dividends of corporate development. organizations are managed with a strong central, hierarchical, centralized, flat-level approach to initiatives and concepts, resulting in inefficient management and heavy fixed costs. When companies grow to a certain size and degree, there is a growing number of people, sectoral branches are expanding, and management processes are cumbersome, making the company's “small leaves” under the big trees — grass-roots workers are unable to share the “sunlight showers” of corporate development, and they are unable to obtain the corresponding incentives and symmetrical information.
04、激励机制无法满足新兴人才的内在需求。相较于70后和80后，越来越多的90后、00后走上工作岗位。刘涛介绍：“这个群体大多物质优渥、充满个性、注重体验，单一的物质手段难以真正地激励到他们，如何充分调动他们的积极性和创造性，是摆在每一位管理者面前的严峻课题。” 04. Incentives do not meet the inherent needs of emerging talent. is more than 70 and 80 years later, and more and more after 90 and at 00. Liu Tao introduces: “Most of this group of people have material merit, personality, experience, and a single material tool is difficult to really motivate them, and how to fully mobilize their motivation and creativity is a serious issue before every manager.” 05、组织架构无法实现“人尽其才”。充满激情的、有创造力的人才，在平庸的工作任务和低价值的成果中消耗了精力和激情，他们的“高成就需求” 在死板的组织架构下无法得到满足。 05, the organizational architecture cannot achieve “the talent of all people.” , a passionate and creative talent that consumes energy and passion in the mediocre task of work and low-value outcomes, and their “high-achievement needs” cannot be met within a rigid organizational structure. 传统公司制的上述弊端无法有效调动员工的积极，也使得很多管理者都忙着“灭火”，处理各种此起彼伏频频出现的状况。大多管理者感慨，时间被大量的日常事务占据，常常被淹没在文山会海中，很少能够腾出精力来真正思考有关公司发展的方向性和框架性问题。 The above-mentioned disadvantages of traditional corporate systems do not effectively mobilize the active role of employees, and they keep many managers busy with “fire-fighting” and dealing with the various situations that arise. Most managers are impressed by the fact that time is occupied by a great deal of day-to-day business, often inundated in Mansan Sea, and are rarely able to devote their energies to real thinking about the direction and framework of corporate development. 也正因此，DAO组织的出现，让人们犹如抓住救命稻草，前赴后继的探索及实践。干莉表示，DAO组织在精确工作目标、减少推诿塞责、明确责权方面发挥重要的功效。工作计划制定后，大大减少了跨部门、跨公司的工作流程流转时间，使得整体效率大幅度提高。“解决传统公司制存在的诸多痛点，这也是我们布局VoneDAO系统的原因所在。” As a result, the DAO has emerged, making it possible to capture life-saving straws, and to follow the course of exploration and practice. Kanley has indicated that the DAO has played an important role in the precise objectives of its work, the reduction of prevarication, and the clarity of its responsibilities. After the work plan was developed, the flow of work processes across sectors and companies has been significantly reduced, resulting in a significant increase in overall efficiency. “Addressing the many pains of the traditional corporate system, which is why we have set up the VoneDAO system.” (
“目前VoneBaaS预设多种事务类型，支持自定义无限扩展。同时，VoneDAOV4.0要不断下沉底层服务，做到技术和业务的松耦合，方便多种应用场景的搭建。”旺链科技副总经理蔡茂华介绍，不仅限于任务领取，VoneDAO还将应用到会议、活动、采购订单、融资、投票等各种应用场景，满足自治组织多种业务协作的现实需求，为组织变革服务，探索去中心化的组织变革。
“For the time being, DAO作为人类探索更高效协作方式的产物，有异常广阔的应用前景。虽然它不会一跃成为公司治理的全新模式而与现代公司制分庭抗理。但在当下数字化的时间节点和科技化的创新浪潮下，我们有条件、也有能力尝试创新，使DAO在更深层次的社会生产中实现应用落地。可预见的是，在未来全球化协作不断深化的趋势下，DAO是承载全球范围内自由人力资源最好的组织模式。 DAO, as a product of human exploration of more efficient ways of collaborating, has an unusually broad application potential. Although it will not leapfrog into a new model of corporate governance and resist modern corporate panels.
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