Wednesday, June 23, 2021

CR Council Candidate Interview: Lao Mao

 

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CR Council Candidate Interview: Lao Mao



1. Since you are running for your first term, please introduce yourself to the community. Tell us a little about your background, prior experience, and personal vision for Elastos and Cyber Republic.


我是老毛,大学毕业于四川大学,理论物理专业;研究生毕业于中国科学院物理研究所,专业是凝聚态物理,硕士。曾在一家民营企业担任过财务总监,后到国企海外工程部被派往国外工作,参加过斯里兰卡科伦坡莲花电视塔的全部前期调研、立项和商务运作工作。
Elastos的技术架构在推出时有领先的构想,CRC是模仿真实世界中的代议制民主来管理社区自治组织,它的目标是构建现代资本主义市场经济在互联网上实现的舞台,重构个人私有数据资产并提供创建新商业经济模型的环境,形成全球新的财富共识,在新一代的互联网上实现创新者和消费者的共赢局面与财富自由。同时它也是迈向去中心化治理的一条重要路径。

I am Lao Mao. I graduated from Sichuan University with a major in theoretical physics and graduated from the Institute of Physics, Chinese Academy of Sciences, with a master’s degree in condensed matter physics.

I once served as the chief financial officer of a private enterprise and then was sent to work abroad in an overseas engineering department of a state-owned enterprise. I participated in the preliminary research, project establishment, and business operations of Colombo Lotus TV Tower in Sri Lanka.

The technical architecture of Elastos had a visionary idea when it was launched. CRC was to imitate a structure of representative democracy in the real world and manage an autonomous community organization.

Its goal was to build the stage for the realization of the modern data economy on the Internet, reconstructing personal data as assets, and provide a healthy environment for creating new business models that can form a new wealth consensus for the world.

It was to create a win-win situation and wealth freedom for innovators and consumers on this next generation internet. At the same time, it was also an essential path towards decentralized governance.


2. Would you say the design of Suggestions and Proposals, and the CRC in general, has been effective? What could be improved?

由于CRC的运作时间只有1年,目前尚无法评价它的有效性,特别是涉及到专业性较强的问题和对生态项目的资金支持方面,在投票前与项目方的互动上是不充分的,事后的监督管理也没有跟上。

Since the CRC has only one year of operation, it is not yet possible to evaluate its effectiveness, especially when it comes to professional issues and financial support for ecological projects. However, the interaction with the project teams before voting is not sufficient and the supervision and management afterward has also failed.


3. What contributions to the Elastos ecosystem as a whole have you made? What does your unique background lend to the CR Council?

四年前投资并加入亦来云社区以来,一直关注着团队的开发工作和对外交流活动,团队开发的成果关系着亦来云未来的价值体现。 本人信奉自由市场经济模式,即所谓消费者导向型市场经济模式,特别推崇奥派经济学的去中心化治理理念,针对亦来云在营运中出现过的问题写过几篇文章表达自己的观点和意见。在我看来,对去中心化的认知深度和团队的视野将决定亦来云未来的高度和价值。

Since I invested in Elastos and joined the Elastos community four years ago, I’ve paid attention to the team’s development work and external communication activities.

Team development is related to the future value of Elastos. I believe in the free market economic model, the so-called consumer-oriented market economy model, and I especially admire the decentralized governance concept of Austrian economics.

I have written several articles to express my views and opinions on the problems that Elastos has encountered in its operations. In my opinion, the depth of understanding of decentralization and the development team’s vision will determine the future value of Elastos.

4. Why should the community vote for you? Please share your near-term goals for the CR.

亦来云的运作方式急需要转型,CR与团队应充分互动,团队的开发思路也应调整,团队应提出阶段性可实现的开发目标,回归到社区主导去中心化,并与自由市场上的需求充分对接的轨道上,摒弃那种关起门来埋头研发和躺在BTC上吃大锅饭的思维方式,并且尽快推出责任与竞争性激励机制调动开发者的积极性,将开发成果拿到市场中去检验,让自由市场本身的纠错机制充分发挥作用,才有可能使亦来云尽快走出无人问津的泥潭,使前景变得清晰可见。


The operations of Elastos is in urgent need of transformation. CR and the teams should fully interact, and the team’s development ideas should also be adjusted.

The team should put forward development goals that can be achieved in stages and return to community-led decentralization and meet the needs of the free market.

The team should abandon the way of thinking of closing the door and devoting itself to research and development, lying on the BTC to eat a big pot of rice (equalism). They should launch a responsible and competitive incentive mechanism as soon as possible to mobilize the enthusiasm of developers, take the development results to the market and test in development, and let the free market itself lead to correcting errors.

It is possible for Elastos to get out of the dilemma that no one sees it by making the future clearly visible.


5. Who else would you endorse for being on the Council with you?

没有。
None

6. Do you have anything to add?

亦来云的现状
如何才能去中心化?创新生态项目究竟是外部还是团队内部更容易产生?团队的既得利益与去中心化过程中的冲突,基础设施开发的阶段性目标是什么?去中心化的效率与市场消费者需求上的差距如何解决?Carrier的商业模式是什么?如何激励市场参与者主动提供相关资源参与?
历史回顾
亦来云自创建以来已走过三个年头,回头看去,投资亦来云的收获无论是从市场中的表现,还是与同类项目开发的阶段性成果比较,都无法让人感到满意,问题出在哪里呢?或许有太多的地方需要反思。
一开始,亦来云就是一个中心化的建构项目,有着改变现有互联网弊端的伟大抱负,也吸引了一群社区投资者的执念追随,建构的技术框架也有领先的构想,然而,随着开发进度的缓慢推动,团队与社区才逐步意识到,这么复杂的建构系统并非是目前团队能力能够充分胜任的项目,大家对亦来云的期待也同步于三年熊市的煎熬节奏一步步下滑,在此期间,我们没有看到团队开发出有闪光的成果公布出来并获得市场第三方的认可,反而是许多判断与决策出现了中心化治理僭越理性趋向的弊端。在早期的对外投资上,为了扶持所谓的生态项目,大量决策用补贴的方式投资生态风险项目,而在自身基础设施建设上却长期搞不出具有高效的阶段性成果来。 团队与中文社区的交流与沟通也存在着互不信任,一方是社区希望开发团队与市场接轨,走市场化的道路,另一方认为,亦来云的建构并非一般的项目可比,继续关门埋头研发,酒香不怕巷子深。更糟糕的是,由于对生态项目大跃进式的补贴行为,产生了快速滑向计划经济中心化模式的趋向,也吸引了众多薅社会主义羊毛的所谓生态项目趋之若鹜参与到这场饕餮大餐中来,到目前为止,那些前期享受到了亦来云补贴关怀的项目,大多销声匿迹,听不到半点回音,团队也只能持续保持沉默来应对社区的质疑声。
在对待亦来云基金会的解散问题上团队与社区也出现了大的分歧,最终连社区监督管理团队使用经费的议案也未获CRC委员会通过,这多少听起来有点不可思议。
亦来云未来的思考
开发三年多来,亦来云到底做了些什么呢?按照已公开的资料,亦来云拿得出手的就是DID的侧链开发成果,即将在Creda项目上使用,期待它能获得市场上认可的成功,并为其他生态项目带来示范作用。
根据本人的试用情况,carrier的运行效率不高,特别是应用到社交平台项目Feeds、Hyper 上,由于用户体验不好,没有获得市场中消费者的认可。其上网可查到的连网节点数大约为20万左右,跟一开始大家期待的上百万甚至上千万的节点差距甚大,那么,问题是否跟市场激励机制缺失有关呢?这是值得进一步探讨的话题。
总之,亦来云团队取得的贫乏成果正在消耗掉持币者的耐心,作为团队开发的管理者-亦来云基金会需要尽快走出不透明操作的封闭状态,积极融入到市场竞争中去。 在社区与团队达成共识之前,建议由CRC立即对帐户进行监管,确保团队在内部激励机制和责任机制建立后剩余资金被有效使用在开发上,避免员工的懈怠行为继续蔓延。


The current state of Elastos
How can it be further decentralized? Are innovative ecological projects more likely to be generated externally or internally?

Between the team’s vested interests and the conflict in the process of decentralization, what are the steps towards infrastructure development?

How can we solve the gap between the efficiency of decentralization and the needs of the market? What is Carrier’s business model? How can we encourage market participants to actively provide resources?

History Review
It has been three years since Elastos was founded. Looking back, the gains of investing in Elastos are not satisfactory whether it is in the market performance or compared with the progress of similar projects. Where is the issue? Maybe there are too many areas to reflect on.

In the beginning, Elastos was a centralized project with grand ambitions to fix the issues surrounding the existing Internet. It also attracted a group of community investors.

The technical framework for construction also had leading ideas. However, with the slow progress and slow development, the team and the community gradually realized that such a complex system is not a project that the current team is fully capable of.

Everyone’s expectations for Elastos have also been declining step by step in sync with the three-year bear market. During this period, we did not see the team developed brilliant results published and recognized by third parties.

On the contrary, many decisions were based on the disadvantages of centralized governance that arrogantly tended to overrun rationality.

During the early external investments, to support so-called ecological projects, a large number of decisions to invest in risky ecological projects were made, but in terms of building up the infrastructure, we have not seen highly effective results.

There is also mutual mistrust in the communication between the team and the Chinese community. The community hopes that the development team will connect with the market and take the road of marketing. The other side believes that the construction of Elastos is not comparable to ordinary projects and continues to close the door and devote itself to research and development.

The smell of wine is not afraid of the deep alley. To make matters worse, due to the great leap forward, support for ecological projects has rapidly slid towards the centralization model of the planned economy, and it has also attracted many so-called ecological projects that only want to get the best rewards to participate in this gluttonous feast.

So far, most of the projects that received Elastos backing in the early stages have disappeared, and there is no one answering questions. The team can only continue to remain silent to deal with the community’s doubts.

There were also significant differences between the team and the community on the issue of the dissolution of the Elastos Foundation. In the end, the proposal to supervise the use of funds by the management team was not passed by the CRC committee, which sounds a little weird.

Thoughts on the future of Elastos
After more than three years of development, what has Elastos done? According to the published information, what Elastos can do is DID side chain development, which will be used in the Creda project. It is expected that it will become successful in the market and will serve as an example for other projects in the Elastos ecosystem.

According to my trials, the Carrier’s operating efficiency is not high, especially when applied to social platform projects Feeds and Hyper; it did not become popular because of poor user experience.

The number of nodes found online is about 200,000. This is a big gap between the millions or even tens of millions of nodes that everyone expected at the beginning. So, is the problem related to the lack of market incentives? This is a topic worthy of further discussion.

In short, the poor results achieved by the Elastos team are consuming the patience of coin holders.

As the team development manager, the Elastos Foundation needs to get out of the closed door, opaque operations state as soon as possible and actively integrate into market competition.

Before the community and the team reach consensus, it is recommended that the CRC immediately do an accounting to ensure that the remaining funds of the team are effectively used for development after the internal incentive mechanisms. Responsible mechanisms must be established to prevent the negligent behavior of employees from continuing to spread.