From 6849f74a7d10c49bf3e7614b37c0789defada791 Mon Sep 17 00:00:00 2001 From: rwiley <30681834+Cerkoryn@users.noreply.github.com> Date: Sun, 18 Jan 2026 20:14:18 -0500 Subject: [PATCH 1/5] Clarify MoP/MoE framing and KPI labels --- docs/vision/strategy-2030.md | 50 +++++++++++++++++++++--------------- 1 file changed, 29 insertions(+), 21 deletions(-) diff --git a/docs/vision/strategy-2030.md b/docs/vision/strategy-2030.md index 37f5fae..6102b59 100644 --- a/docs/vision/strategy-2030.md +++ b/docs/vision/strategy-2030.md @@ -35,36 +35,44 @@ Three key KPIs measure Cardano's usage, adoption, and sustainability: Progress in these KPIs signals that the chain is achieving product market fit, with sustainable and growing demand for Cardano's services. This confirms we are solving critical real-world problems and delivering value for our community. These three KPIs are supported by many additional metrics and sub-indicators that contribute to their measurement. They are also the most commonly used benchmarks across the broader crypto ecosystem, enabling comparison against peers and helping attract additional users and capital. -| Area| Metric | current status | How to calculate | 2030 Target | Rationale| -| :---- | :---- | :---- | :---- | :---- | :---- | -| Adoption | Total Value Locked (TVL) | $200M | Liquid staking normalization.

TVL = Σ locked assets. | $3B| Capital confidence indicator. | -| Adoption | Monthly transactions | 800k submitted transactions per month || ≥ 27M submitted transactions per month | Signals broad, recurring on-chain activity. | -| Adoption | Monthly Active Users (MAU) | Approximately 100k-300k active wallets per month | Count unique addresses with transactions over 30-day window. | 1M | Measures active ecosystem participation + engagement.

MAU measures number of unique wallets submitting ≥1 transaction per month; does not differentiate human activity vs wallet count. | +**A note on terminology** + +***Metrics*** are quantifiable measures that track specific aspects of ecosystem activity. They provide raw data points that can be monitored over time. Examples include transaction count, wallet addresses, smart contract deployments, and fee volumes. Metrics answer the question: "What is happening?" + +***Key Performance Indicators*** are a curated subset of metrics that directly measure progress toward strategic objectives. They are actionable signals that drive strategy and decision-making at the highest level. KPIs answer the question: "Are we succeeding in our strategic goals?" and ensure strategic alignment. Typically, KPIs are limited in number to maintain focus, though teams, groups may have their own more detailed KPIs. + +### Measures of Performance (MoP) and Measures of Effectiveness (MoE) + +In addition to KPIs, the strategy may use Measures of Performance (MoP) and Measures of Effectiveness (MoE). +MoPs track the quality and completion of work we directly control (outputs and deliverables). +MoEs track whether those outputs create the intended outcomes over time. + +The Administrator may use this MoP/MoE framing with input from Ecosystem Stewards, Founding Entities, dReps, and SPOs, and may publish updates and propose corrective actions when performance or effects are off-track. +Core KPIs are outcome targets, but the ecosystem can only act directly on things we can control (MoPs). We can use this framework by assigning funding and accountability to prioritize controllable deliverables (MoPs) that we expect to move those second and third order effects (MoEs) over time. + +| Area| Metric | current status | How to calculate | 2030 Target | Rationale| Measure of Success | +| :---- | :---- | :---- | :---- | :---- | :---- | :---- | +| Adoption | Total Value Locked (TVL) | $200M | Liquid staking normalization.

TVL = Σ locked assets. | $3B| Capital confidence indicator. | MoE | +| Adoption | Monthly transactions | 800k submitted transactions per month || ≥ 27M submitted transactions per month | Signals broad, recurring on-chain activity. | MoE | +| Adoption | Monthly Active Users (MAU) | Approximately 100k-300k active wallets per month | Count unique addresses with transactions over 30-day window. | 1M | Measures active ecosystem participation + engagement.

MAU measures number of unique wallets submitting ≥1 transaction per month; does not differentiate human activity vs wallet count. | MoE | We are limited in the number of ‘top level’ KPIs as an ecosystem we can prioritise. Too many and it is difficult to create a clear strategic direction, too few and we risk missing critical indicators across priority areas. As a result we propose the following additional Primary core KPIs. -| Area| Metric | Current Status| How to Calculate | 2030 Target | Rationale| -| :---- | :---- | :---- | :---- | :---- | :---- | -| Reliability | Monthly (6 epochs) UpTime | 99.98 | Uptime percentage = ((Total time period − Total 5-minute blockless periods) / Total time period) × 100% | 99.98% Uptime (no blockless intervals of 5 minutes or longer across 6 epochs)

Reasoning: Cardano block production is modeled as a Poisson process with λ ≈ 1 block / 20 seconds.

The probability of producing zero blocks in 5 minutes is effectively zero (≈3×10⁻⁷), therefore any 5-minute gap constitutes a statistically reliable indicator of downtime.

| Maintain best-in-class operational reliability. (Protocol Stability)| -| Operational resilience | Voting Power distribution of controlling stake | 35 | (total live stake - abstain DRep - NoConfidence DRep)*0.51 > than stake of top 22 DReps | 50% + 1 lovelace effective voting power controlled by > than 22 DReps | Mitigates risk of attacks from colluded DReps | -| Operational resilience | Alternative full node clients | 1 | | ≥ 2 live, spec-conformant | Reduce single-client risk. | -| Revenue / adoption | Annual Protocol Revenue | 3.5M ada within the calendar | Annual Protocol Revenue = Submitted Transactions per year * avg fee per submitted transaction| ≥ 16M ada (assuming an ada value of $5 and a reduction of avg fees over the 4 years from 0.3 ada to 0.05 ada)| This includes all revenue to the protocol (excluding the rewards).

The key metric of economic self-sufficiency and utility.

(Revenue could come from fees, L1 and L2 services, investments and more) | -| Governance| DRep participation rate||% of active DReps (by stake) voting on 90% or more of governance actions| > 70% of active DReps (by stake) vote on 90% or more of governance actions.| Measure the vitality and engagement of the decision-making layer. | -| Scalability | Throughput capacity per day| 300k transactions per day || 3x current capacity | Tracking scalability of the system to meet adoption KPIs | +| Area| Metric | Current Status| How to Calculate | 2030 Target | Rationale| Measure of Success | +| :---- | :---- | :---- | :---- | :---- | :---- | :---- | +| Reliability | Monthly (6 epochs) UpTime | 99.98 | Uptime percentage = ((Total time period − Total 5-minute blockless periods) / Total time period) × 100% | 99.98% Uptime (no blockless intervals of 5 minutes or longer across 6 epochs)

Reasoning: Cardano block production is modeled as a Poisson process with λ ≈ 1 block / 20 seconds.

The probability of producing zero blocks in 5 minutes is effectively zero (≈3×10⁻⁷), therefore any 5-minute gap constitutes a statistically reliable indicator of downtime.

| Maintain best-in-class operational reliability. (Protocol Stability)| MoE | +| Operational resilience | Voting Power distribution of controlling stake | 35 | (total live stake - abstain DRep - NoConfidence DRep)*0.51 > than stake of top 22 DReps | 50% + 1 lovelace effective voting power controlled by > than 22 DReps | Mitigates risk of attacks from colluded DReps | MoE | +| Operational resilience | Alternative full node clients | 1 | | ≥ 2 live, spec-conformant | Reduce single-client risk. | MoP | +| Revenue / adoption | Annual Protocol Revenue | 3.5M ada within the calendar | Annual Protocol Revenue = Submitted Transactions per year * avg fee per submitted transaction| ≥ 16M ada (assuming an ada value of $5 and a reduction of avg fees over the 4 years from 0.3 ada to 0.05 ada)| This includes all revenue to the protocol (excluding the rewards).

The key metric of economic self-sufficiency and utility.

(Revenue could come from fees, L1 and L2 services, investments and more) | MoE | +| Governance| DRep participation rate||% of active DReps (by stake) voting on 90% or more of governance actions| > 70% of active DReps (by stake) vote on 90% or more of governance actions.| Measure the vitality and engagement of the decision-making layer. | MoE | +| Scalability | Throughput capacity per day| 300k transactions per day || 3x current capacity | Tracking scalability of the system to meet adoption KPIs | MoE | ### KPI and Metric Strategy - The list above is not a complete list of KPIs. We expect this framework to evolve and mature over time. We recognize that a broader, more complete measurement framework is necessary, including more detailed secondary and tertiary level KPIs. - This initial focus provides the community with immediate KPI’s to support with alignment of treasury funding decisions while the comprehensive framework is developed. We expect to develop this fuller and more comprehensive set of KPIs for the evolution of the Cardano blockchain in early 2026 and will work closely with the community and the other committees to shape the KPI direction. This will also include developing Marketing KPIs to broaden reach and engagement, drive positive perceptions and bring more users to the chain.. - As part of the review of KPIs with the community we will also aim to support a strategy on how metrics are more effectively tracked and reported on, including supporting the creation of relevant dashboards. -**A note on terminology** - -***Metrics*** are quantifiable measures that track specific aspects of ecosystem activity. They provide raw data points that can be monitored over time. Examples include transaction count, wallet addresses, smart contract deployments, and fee volumes. Metrics answer the question: "What is happening?" - -***Key Performance Indicators*** are a curated subset of metrics that directly measure progress toward strategic objectives. They are actionable signals that drive strategy and decision-making at the highest level. KPIs answer the question: "Are we succeeding in our strategic goals?" and ensure strategic alignment. Typically, KPIs are limited in number to maintain focus, though teams, groups may have their own more detailed KPIs. - - ## Pillar 1: Infrastructure & Research Excellence Keep Cardano secure, fast, and interoperable so it can host more economic activity. @@ -175,4 +183,4 @@ Ensuring the long-term financial health and operational integrity of the network | Focus Area | Strategy | Expected Enhancement | | :---- | :---- | :---- | | **Diversified SPO roles** | Advance programs to incentivize SPOs to diversify beyond L1 block production into supporting Layer 2 protocols, Actively Validated Services (AVS) for partner chains, and decentralized hosting. | Broader, more resilient infra. | -| **Decentralization target** | Keep k-parameter / pool distribution such that \>500 independent pools produce ≥95% of blocks. | Strong base-layer security. | +| **Decentralization target** | Regularly evaluate and adjust k-parameter and related incentives to improve stake distribution, increase decentralization, support reward sustainability and pledge viability, promote fairness, and mitigate the social risk of struggling SPOs, aiming for \>500 independent pools producing ≥95% of blocks. | Strong base-layer security. | From e0590d52953e6e94f7fecb49a139b33460d8d3a8 Mon Sep 17 00:00:00 2001 From: rwiley <30681834+Cerkoryn@users.noreply.github.com> Date: Mon, 19 Jan 2026 10:02:56 -0500 Subject: [PATCH 2/5] Rename to deliverables & affects --- docs/vision/strategy-2030.md | 30 +++++++++++++++--------------- 1 file changed, 15 insertions(+), 15 deletions(-) diff --git a/docs/vision/strategy-2030.md b/docs/vision/strategy-2030.md index 6102b59..4ee4dd1 100644 --- a/docs/vision/strategy-2030.md +++ b/docs/vision/strategy-2030.md @@ -41,32 +41,32 @@ These three KPIs are supported by many additional metrics and sub-indicators tha ***Key Performance Indicators*** are a curated subset of metrics that directly measure progress toward strategic objectives. They are actionable signals that drive strategy and decision-making at the highest level. KPIs answer the question: "Are we succeeding in our strategic goals?" and ensure strategic alignment. Typically, KPIs are limited in number to maintain focus, though teams, groups may have their own more detailed KPIs. -### Measures of Performance (MoP) and Measures of Effectiveness (MoE) +### Deliverables and Effects -In addition to KPIs, the strategy may use Measures of Performance (MoP) and Measures of Effectiveness (MoE). -MoPs track the quality and completion of work we directly control (outputs and deliverables). -MoEs track whether those outputs create the intended outcomes over time. +In addition to KPIs, the strategy may use deliverables and effects. +Deliverables track the quality and completion of work we directly control (outputs and deliverables). +Effects track whether those outputs create the intended outcomes over time. -The Administrator may use this MoP/MoE framing with input from Ecosystem Stewards, Founding Entities, dReps, and SPOs, and may publish updates and propose corrective actions when performance or effects are off-track. -Core KPIs are outcome targets, but the ecosystem can only act directly on things we can control (MoPs). We can use this framework by assigning funding and accountability to prioritize controllable deliverables (MoPs) that we expect to move those second and third order effects (MoEs) over time. +The Administrator may use this deliverable/effect framing with input from Ecosystem Stewards, Founding Entities, dReps, and SPOs, and may publish updates and propose corrective actions when performance or effects are off-track. +Core KPIs are outcome targets, but the ecosystem can only act directly on deliverables. Funding and accountability should therefore prioritize controllable deliverables expected to move those effects over time. The tables below label each KPI as a Deliverable or Effect under the Measure of Success column. | Area| Metric | current status | How to calculate | 2030 Target | Rationale| Measure of Success | | :---- | :---- | :---- | :---- | :---- | :---- | :---- | -| Adoption | Total Value Locked (TVL) | $200M | Liquid staking normalization.

TVL = Σ locked assets. | $3B| Capital confidence indicator. | MoE | -| Adoption | Monthly transactions | 800k submitted transactions per month || ≥ 27M submitted transactions per month | Signals broad, recurring on-chain activity. | MoE | -| Adoption | Monthly Active Users (MAU) | Approximately 100k-300k active wallets per month | Count unique addresses with transactions over 30-day window. | 1M | Measures active ecosystem participation + engagement.

MAU measures number of unique wallets submitting ≥1 transaction per month; does not differentiate human activity vs wallet count. | MoE | +| Adoption | Total Value Locked (TVL) | $200M | Liquid staking normalization.

TVL = Σ locked assets. | $3B| Capital confidence indicator. | Effect | +| Adoption | Monthly transactions | 800k submitted transactions per month || ≥ 27M submitted transactions per month | Signals broad, recurring on-chain activity. | Effect | +| Adoption | Monthly Active Users (MAU) | Approximately 100k-300k active wallets per month | Count unique addresses with transactions over 30-day window. | 1M | Measures active ecosystem participation + engagement.

MAU measures number of unique wallets submitting ≥1 transaction per month; does not differentiate human activity vs wallet count. | Effect | We are limited in the number of ‘top level’ KPIs as an ecosystem we can prioritise. Too many and it is difficult to create a clear strategic direction, too few and we risk missing critical indicators across priority areas. As a result we propose the following additional Primary core KPIs. | Area| Metric | Current Status| How to Calculate | 2030 Target | Rationale| Measure of Success | | :---- | :---- | :---- | :---- | :---- | :---- | :---- | -| Reliability | Monthly (6 epochs) UpTime | 99.98 | Uptime percentage = ((Total time period − Total 5-minute blockless periods) / Total time period) × 100% | 99.98% Uptime (no blockless intervals of 5 minutes or longer across 6 epochs)

Reasoning: Cardano block production is modeled as a Poisson process with λ ≈ 1 block / 20 seconds.

The probability of producing zero blocks in 5 minutes is effectively zero (≈3×10⁻⁷), therefore any 5-minute gap constitutes a statistically reliable indicator of downtime.

| Maintain best-in-class operational reliability. (Protocol Stability)| MoE | -| Operational resilience | Voting Power distribution of controlling stake | 35 | (total live stake - abstain DRep - NoConfidence DRep)*0.51 > than stake of top 22 DReps | 50% + 1 lovelace effective voting power controlled by > than 22 DReps | Mitigates risk of attacks from colluded DReps | MoE | -| Operational resilience | Alternative full node clients | 1 | | ≥ 2 live, spec-conformant | Reduce single-client risk. | MoP | -| Revenue / adoption | Annual Protocol Revenue | 3.5M ada within the calendar | Annual Protocol Revenue = Submitted Transactions per year * avg fee per submitted transaction| ≥ 16M ada (assuming an ada value of $5 and a reduction of avg fees over the 4 years from 0.3 ada to 0.05 ada)| This includes all revenue to the protocol (excluding the rewards).

The key metric of economic self-sufficiency and utility.

(Revenue could come from fees, L1 and L2 services, investments and more) | MoE | -| Governance| DRep participation rate||% of active DReps (by stake) voting on 90% or more of governance actions| > 70% of active DReps (by stake) vote on 90% or more of governance actions.| Measure the vitality and engagement of the decision-making layer. | MoE | -| Scalability | Throughput capacity per day| 300k transactions per day || 3x current capacity | Tracking scalability of the system to meet adoption KPIs | MoE | +| Reliability | Monthly (6 epochs) UpTime | 99.98 | Uptime percentage = ((Total time period − Total 5-minute blockless periods) / Total time period) × 100% | 99.98% Uptime (no blockless intervals of 5 minutes or longer across 6 epochs)

Reasoning: Cardano block production is modeled as a Poisson process with λ ≈ 1 block / 20 seconds.

The probability of producing zero blocks in 5 minutes is effectively zero (≈3×10⁻⁷), therefore any 5-minute gap constitutes a statistically reliable indicator of downtime.

| Maintain best-in-class operational reliability. (Protocol Stability)| Effect | +| Operational resilience | Voting Power distribution of controlling stake | 35 | (total live stake - abstain DRep - NoConfidence DRep)*0.51 > than stake of top 22 DReps | 50% + 1 lovelace effective voting power controlled by > than 22 DReps | Mitigates risk of attacks from colluded DReps | Effect | +| Operational resilience | Alternative full node clients | 1 | | ≥ 2 live, spec-conformant | Reduce single-client risk. | Deliverable | +| Revenue / adoption | Annual Protocol Revenue | 3.5M ada within the calendar | Annual Protocol Revenue = Submitted Transactions per year * avg fee per submitted transaction| ≥ 16M ada (assuming an ada value of $5 and a reduction of avg fees over the 4 years from 0.3 ada to 0.05 ada)| This includes all revenue to the protocol (excluding the rewards).

The key metric of economic self-sufficiency and utility.

(Revenue could come from fees, L1 and L2 services, investments and more) | Effect | +| Governance| DRep participation rate||% of active DReps (by stake) voting on 90% or more of governance actions| > 70% of active DReps (by stake) vote on 90% or more of governance actions.| Measure the vitality and engagement of the decision-making layer. | Effect | +| Scalability | Throughput capacity per day| 300k transactions per day || 3x current capacity | Tracking scalability of the system to meet adoption KPIs | Effect | ### KPI and Metric Strategy - The list above is not a complete list of KPIs. We expect this framework to evolve and mature over time. We recognize that a broader, more complete measurement framework is necessary, including more detailed secondary and tertiary level KPIs. From 879efb2e3e5cc5b463bd33d526842f996e91a251 Mon Sep 17 00:00:00 2001 From: rwiley <30681834+Cerkoryn@users.noreply.github.com> Date: Mon, 19 Jan 2026 18:51:26 -0500 Subject: [PATCH 3/5] Restructure documents --- docs/vision/mission-2030.md | 31 +++++ ...vision-roadmap-2025.md => roadmap-2026.md} | 64 ++-------- docs/vision/strategy-2030.md | 112 +++++++----------- docs/vision/vision-2030.md | 66 ++++++++--- docs/vision/vision.mdx | 5 +- 5 files changed, 141 insertions(+), 137 deletions(-) create mode 100644 docs/vision/mission-2030.md rename docs/vision/{vision-roadmap-2025.md => roadmap-2026.md} (83%) diff --git a/docs/vision/mission-2030.md b/docs/vision/mission-2030.md new file mode 100644 index 0000000..3dc213a --- /dev/null +++ b/docs/vision/mission-2030.md @@ -0,0 +1,31 @@ +--- +title: Cardano 2030 Mission Statement (Draft) +sidebar_label: Cardano 2030 Mission Statement (Draft) +sidebar_position: 1 +slug: /vision/mission-2030 +--- + +# Cardano 2030 Mission Statement + +To share your feedback: +- Use this form https://forms.gle/ABZXjaTk23GuPG116 +- Open a PR in github https://github.com/IntersectMBO/product-website/tree/master/docs/vision + +### Mission + +To empower a global ecosystem of builders, businesses, organizations, governments and communities +by providing a scalable, secure, and research-based platform that enables +the creation of transparent and fair digital economies. + +### Vision + +Cardano is the most secure, reliable and censorship-resistant +blockchain for mission critical applications to power economies and societies of the future. + +### Values + +* Integrity +* Community +* Security +* Utility +* Accessibility diff --git a/docs/vision/vision-roadmap-2025.md b/docs/vision/roadmap-2026.md similarity index 83% rename from docs/vision/vision-roadmap-2025.md rename to docs/vision/roadmap-2026.md index e2a1c01..cd39c21 100644 --- a/docs/vision/vision-roadmap-2025.md +++ b/docs/vision/roadmap-2026.md @@ -1,59 +1,22 @@ --- -title: Vision/Roadmap 2025 -sidebar_label: Vision/Roadmap 2025 -sidebar_position: 3 -slug: /vision/vision-roadmap-2025 +title: Cardano 2026 Roadmap (Draft) +sidebar_label: Cardano 2026 Roadmap (Draft) +sidebar_position: 4 +slug: /vision/roadmap-2026 --- -# 2025 Vision & Roadmap - -## Vision - -Cardano envisions a future where it serves as the robust and scalable -foundation for a decentralized global economy. This will be achieved by -significantly enhancing L1 performance through the Leios protocol and -optimizing the current codebase, while simultaneously expanding the -capabilities of L2 solutions like Hydra and Midgard. By improving developer -experience through enhanced APIs, robust tooling, and a focus on -decentralization, Cardano aims to empower developers to build innovative and -impactful applications. Furthermore, the expansion of programmable assets, -including advanced features like account abstraction and custodian regulated -stablecoins, will unlock new possibilities for decentralized finance and -beyond. This vision emphasizes a strong commitment to research, community -collaboration, and the long-term sustainability of the Cardano ecosystem. - -A thriving ecosystem is essential for realizing this vision. This requires a -multi-faceted approach that fosters innovation, attracts new users and -developers, and drives real-world adoption. A key component of this strategy -is the cultivation of strategic partnerships with organizations across various -sectors, focusing on developing and deploying Cardano-based solutions that -address specific industry needs. We will prioritize collaborations that align -with Cardano's core principles of security, scalability, and decentralization. - -Beyond strategic partnerships, fostering a vibrant and engaged community is -paramount. We will invest in initiatives that empower developers to build -innovative dApps and tools on Cardano. This includes establishing incubator -and accelerator programs, organizing regular hackathons and offering developer -grants, and expanding an ecosystem fund to support promising projects. -Furthermore, we will prioritize improving the developer experience through -enhanced APIs, robust tooling, and comprehensive documentation, making it -easier for developers to get started with Cardano and build impactful -applications. - -Finally, building a strong and supportive community is crucial for long-term -success. We will focus on initiatives that nurture and engage the Cardano -community, such as meetups, online forums, and ambassador programs. By -combining strategic partnerships, developer support, and community engagement, -we are confident in our ability to create a thriving ecosystem that drives the -adoption of Cardano and realizes its full potential. - -The general themes of the community's short-term vision, as analyzed through +# Cardano 2026 Roadmap + +This roadmap is updated annually and focuses on near-term deliverables the +ecosystem can work on now or is already executing. + +The general themes of the community's short-term roadmap, as analyzed through the community roadmap survey, focus on increasing scalability, interoperability, and usability. ## Roadmap -The 2025 roadmap comprises a number of items that have been +The 2026 roadmap comprises a number of items that have been proposed by community members, as described below. It is expected that progress will be made on most or all of this roadmap. Importantly, the scope of the roadmap is not @@ -128,7 +91,7 @@ sequential model. throughput while maintaining the security and decentralization of the Cardano blockchain. -The roadmap for 2025 includes several key steps to achieve +The roadmap for 2026 includes several key steps to achieve in preparation for the development and implementation of Leios: * Develop formal specifications to guide node @@ -350,10 +313,9 @@ pool operators. This is a few suggestions of what can be assessed. * Explore distributing the full rewards pot for active stake in the rewards calculation * Consider rewards for Mithril signers, block rewards for different Leios block types, and rewards for Testnet SPOs -**Note:** This vision and roadmap represents a high-level overview +**Note:** This roadmap represents a high-level overview and will be further refined and iterated upon based on ongoing research, community feedback, and technological advancements. It is based on the results of the TSC survey. The initial author of this roadmap is Sam Leathers, Chair for the Intersect Product Committee. - diff --git a/docs/vision/strategy-2030.md b/docs/vision/strategy-2030.md index 4ee4dd1..deab1f1 100644 --- a/docs/vision/strategy-2030.md +++ b/docs/vision/strategy-2030.md @@ -1,77 +1,53 @@ --- title: Cardano 2030 Strategy (Draft) sidebar_label: Cardano 2030 Strategy (Draft) -sidebar_position: 2 +sidebar_position: 3 slug: /vision/strategy-2030 --- -# Cardano 2030 Strategic Framework: The World's Operating System - -To share your feedback: -- Use this form https://forms.gle/pVZtFRxoyWYJox5Z7 -- Open a PR in github https://github.com/IntersectMBO/product-website/tree/master/docs/vision - -## Executive Summary - -Cardano’s objective for 2030 is to run a secure, interoperable base layer that sustains **324 million transactions per year** and anchors a growing set of Layer 2 solutions and real-world applications. To reach this, the ecosystem must: - -1. **Scale and harden the protocol**: maintain 100% mainnet uptime, ship multi-client and post-quantum–ready infrastructure, and integrate L2 interoperability. -2. **Create robust on-chain demand**: focus on DeFi, RWA, supply chain, and payments, while making Cardano usage “invisible” for users and enterprises. -3. **Run antifragile on-chain governance**: Engaged DReps, turnout-aware voting, and treasury seasons to resist plutocratic capture and voter fatigue. -4. **Actively manage the treasury & network economics actively**: evolve from a passive pool to a yield-generating, multi-asset treasury,ensure L2s return value to L1, and SPOs are economically incentivised to secure the network over the long term. - -Execution is distributed across Cardano various ecosystem entities (Cardano Foundation, IOG, Emurgo, Intersect, SPOs, and funded community teams); this plan defines shared outcomes rather than a single owner. - -This strategy framework is divided in core pillars that represent the key areas to work on to achieve our vision. - -## Core Key Performance Indicators (KPIs) - -KPIs allow us to measure our progress as an ecosystem. They help shape strategy and inform where investments will generate impact, supporting funding decision making. -Three key KPIs measure Cardano's usage, adoption, and sustainability: -1. Total Value Locked (TVL) -2. Monthly transactions -3. Monthly active users (MAU) - -Progress in these KPIs signals that the chain is achieving product market fit, with sustainable and growing demand for Cardano's services. This confirms we are solving critical real-world problems and delivering value for our community. -These three KPIs are supported by many additional metrics and sub-indicators that contribute to their measurement. They are also the most commonly used benchmarks across the broader crypto ecosystem, enabling comparison against peers and helping attract additional users and capital. - -**A note on terminology** - -***Metrics*** are quantifiable measures that track specific aspects of ecosystem activity. They provide raw data points that can be monitored over time. Examples include transaction count, wallet addresses, smart contract deployments, and fee volumes. Metrics answer the question: "What is happening?" - -***Key Performance Indicators*** are a curated subset of metrics that directly measure progress toward strategic objectives. They are actionable signals that drive strategy and decision-making at the highest level. KPIs answer the question: "Are we succeeding in our strategic goals?" and ensure strategic alignment. Typically, KPIs are limited in number to maintain focus, though teams, groups may have their own more detailed KPIs. - -### Deliverables and Effects - -In addition to KPIs, the strategy may use deliverables and effects. -Deliverables track the quality and completion of work we directly control (outputs and deliverables). -Effects track whether those outputs create the intended outcomes over time. - -The Administrator may use this deliverable/effect framing with input from Ecosystem Stewards, Founding Entities, dReps, and SPOs, and may publish updates and propose corrective actions when performance or effects are off-track. -Core KPIs are outcome targets, but the ecosystem can only act directly on deliverables. Funding and accountability should therefore prioritize controllable deliverables expected to move those effects over time. The tables below label each KPI as a Deliverable or Effect under the Measure of Success column. - -| Area| Metric | current status | How to calculate | 2030 Target | Rationale| Measure of Success | -| :---- | :---- | :---- | :---- | :---- | :---- | :---- | -| Adoption | Total Value Locked (TVL) | $200M | Liquid staking normalization.

TVL = Σ locked assets. | $3B| Capital confidence indicator. | Effect | -| Adoption | Monthly transactions | 800k submitted transactions per month || ≥ 27M submitted transactions per month | Signals broad, recurring on-chain activity. | Effect | -| Adoption | Monthly Active Users (MAU) | Approximately 100k-300k active wallets per month | Count unique addresses with transactions over 30-day window. | 1M | Measures active ecosystem participation + engagement.

MAU measures number of unique wallets submitting ≥1 transaction per month; does not differentiate human activity vs wallet count. | Effect | - -We are limited in the number of ‘top level’ KPIs as an ecosystem we can prioritise. Too many and it is difficult to create a clear strategic direction, too few and we risk missing critical indicators across priority areas. As a result we propose the following additional Primary core KPIs. - - -| Area| Metric | Current Status| How to Calculate | 2030 Target | Rationale| Measure of Success | -| :---- | :---- | :---- | :---- | :---- | :---- | :---- | -| Reliability | Monthly (6 epochs) UpTime | 99.98 | Uptime percentage = ((Total time period − Total 5-minute blockless periods) / Total time period) × 100% | 99.98% Uptime (no blockless intervals of 5 minutes or longer across 6 epochs)

Reasoning: Cardano block production is modeled as a Poisson process with λ ≈ 1 block / 20 seconds.

The probability of producing zero blocks in 5 minutes is effectively zero (≈3×10⁻⁷), therefore any 5-minute gap constitutes a statistically reliable indicator of downtime.

| Maintain best-in-class operational reliability. (Protocol Stability)| Effect | -| Operational resilience | Voting Power distribution of controlling stake | 35 | (total live stake - abstain DRep - NoConfidence DRep)*0.51 > than stake of top 22 DReps | 50% + 1 lovelace effective voting power controlled by > than 22 DReps | Mitigates risk of attacks from colluded DReps | Effect | -| Operational resilience | Alternative full node clients | 1 | | ≥ 2 live, spec-conformant | Reduce single-client risk. | Deliverable | -| Revenue / adoption | Annual Protocol Revenue | 3.5M ada within the calendar | Annual Protocol Revenue = Submitted Transactions per year * avg fee per submitted transaction| ≥ 16M ada (assuming an ada value of $5 and a reduction of avg fees over the 4 years from 0.3 ada to 0.05 ada)| This includes all revenue to the protocol (excluding the rewards).

The key metric of economic self-sufficiency and utility.

(Revenue could come from fees, L1 and L2 services, investments and more) | Effect | -| Governance| DRep participation rate||% of active DReps (by stake) voting on 90% or more of governance actions| > 70% of active DReps (by stake) vote on 90% or more of governance actions.| Measure the vitality and engagement of the decision-making layer. | Effect | -| Scalability | Throughput capacity per day| 300k transactions per day || 3x current capacity | Tracking scalability of the system to meet adoption KPIs | Effect | - -### KPI and Metric Strategy -- The list above is not a complete list of KPIs. We expect this framework to evolve and mature over time. We recognize that a broader, more complete measurement framework is necessary, including more detailed secondary and tertiary level KPIs. -- This initial focus provides the community with immediate KPI’s to support with alignment of treasury funding decisions while the comprehensive framework is developed. We expect to develop this fuller and more comprehensive set of KPIs for the evolution of the Cardano blockchain in early 2026 and will work closely with the community and the other committees to shape the KPI direction. This will also include developing Marketing KPIs to broaden reach and engagement, drive positive perceptions and bring more users to the chain.. -- As part of the review of KPIs with the community we will also aim to support a strategy on how metrics are more effectively tracked and reported on, including supporting the creation of relevant dashboards. +# Cardano 2030 Strategy + +## Strategy + +Cardano’s long-term strategy is to serve as the robust and scalable +foundation for a decentralized global economy. This will be achieved by +significantly enhancing L1 performance through the Leios protocol and +optimizing the current codebase, while simultaneously expanding the +capabilities of L2 solutions like Hydra and Midgard. By improving developer +experience through enhanced APIs, robust tooling, and a focus on +decentralization, Cardano aims to empower developers to build innovative and +impactful applications. Furthermore, the expansion of programmable assets, +including advanced features like account abstraction and custodian regulated +stablecoins, will unlock new possibilities for decentralized finance and +beyond. This strategy emphasizes a strong commitment to research, community +collaboration, and the long-term sustainability of the Cardano ecosystem. + +A thriving ecosystem is essential for realizing this strategy. This requires a +multi-faceted approach that fosters innovation, attracts new users and +developers, and drives real-world adoption. A key component of this strategy +is the cultivation of strategic partnerships with organizations across various +sectors, focusing on developing and deploying Cardano-based solutions that +address specific industry needs. We will prioritize collaborations that align +with Cardano's core principles of security, scalability, and decentralization. + +Beyond strategic partnerships, fostering a vibrant and engaged community is +paramount. We will invest in initiatives that empower developers to build +innovative dApps and tools on Cardano. This includes establishing incubator +and accelerator programs, organizing regular hackathons and offering developer +grants, and expanding an ecosystem fund to support promising projects. +Furthermore, we will prioritize improving the developer experience through +enhanced APIs, robust tooling, and comprehensive documentation, making it +easier for developers to get started with Cardano and build impactful +applications. + +Finally, building a strong and supportive community is crucial for long-term +success. We will focus on initiatives that nurture and engage the Cardano +community, such as meetups, online forums, and ambassador programs. By +combining strategic partnerships, developer support, and community engagement, +we are confident in our ability to create a thriving ecosystem that drives the +adoption of Cardano and realizes its full potential. + +The following pillars outline deliverable-focused areas that support the 2030 strategy. ## Pillar 1: Infrastructure & Research Excellence diff --git a/docs/vision/vision-2030.md b/docs/vision/vision-2030.md index a92137c..243b5f0 100644 --- a/docs/vision/vision-2030.md +++ b/docs/vision/vision-2030.md @@ -1,31 +1,65 @@ --- title: Cardano 2030 Vision (Draft) sidebar_label: Cardano 2030 Vision (Draft) -sidebar_position: 1 +sidebar_position: 2 slug: /vision/vision-2030 --- -# Cardano 2030: Our Future, Defined +# Cardano 2030 Vision: The World's Operating System To share your feedback: -- Use this form https://forms.gle/ABZXjaTk23GuPG116 +- Use this form https://forms.gle/pVZtFRxoyWYJox5Z7 - Open a PR in github https://github.com/IntersectMBO/product-website/tree/master/docs/vision -### Mission +## Executive Summary -To empower a global ecosystem of builders, businesses, organizations, governments and communities -by providing a scalable, secure, and research-based platform that enables -the creation of transparent and fair digital economies. +Cardano’s objective for 2030 is to run a secure, interoperable base layer that sustains **324 million transactions per year** and anchors a growing set of Layer 2 solutions and real-world applications. To reach this, the ecosystem must: -### Vision +1. **Scale and harden the protocol**: maintain 100% mainnet uptime, ship multi-client and post-quantum–ready infrastructure, and integrate L2 interoperability. +2. **Create robust on-chain demand**: focus on DeFi, RWA, supply chain, and payments, while making Cardano usage “invisible” for users and enterprises. +3. **Run antifragile on-chain governance**: Engaged DReps, turnout-aware voting, and treasury seasons to resist plutocratic capture and voter fatigue. +4. **Actively manage the treasury & network economics actively**: evolve from a passive pool to a yield-generating, multi-asset treasury,ensure L2s return value to L1, and SPOs are economically incentivised to secure the network over the long term. -Cardano is the most secure, reliable and censorship-resistant -blockchain for mission critical applications to power economies and societies of the future. +Execution is distributed across Cardano various ecosystem entities (Cardano Foundation, IOG, Emurgo, Intersect, SPOs, and funded community teams); this plan defines shared outcomes rather than a single owner. -### Values +The delivery pillars and roadmap that support this vision are described in the Strategy and Roadmap documents. -* Integrity -* Community -* Security -* Utility -* Accessibility +## Core Key Performance Indicators (KPIs) + +KPIs allow us to measure our progress as an ecosystem. They help shape strategy and inform where investments will generate impact, supporting funding decision making. +Three key KPIs measure Cardano's usage, adoption, and sustainability: +1. Total Value Locked (TVL) +2. Monthly transactions +3. Monthly active users (MAU) + +Progress in these KPIs signals that the chain is achieving product market fit, with sustainable and growing demand for Cardano's services. This confirms we are solving critical real-world problems and delivering value for our community. +These three KPIs are supported by many additional metrics and sub-indicators that contribute to their measurement. They are also the most commonly used benchmarks across the broader crypto ecosystem, enabling comparison against peers and helping attract additional users and capital. + +**A note on terminology** + +***Metrics*** are quantifiable measures that track specific aspects of ecosystem activity. They provide raw data points that can be monitored over time. Examples include transaction count, wallet addresses, smart contract deployments, and fee volumes. Metrics answer the question: "What is happening?" + +***Key Performance Indicators*** are a curated subset of metrics that directly measure progress toward strategic objectives. They are actionable signals that drive strategy and decision-making at the highest level. KPIs answer the question: "Are we succeeding in our strategic goals?" and ensure strategic alignment. Typically, KPIs are limited in number to maintain focus, though teams, groups may have their own more detailed KPIs. + +| Area| Metric | current status | How to calculate | 2030 Target | Rationale| +| :---- | :---- | :---- | :---- | :---- | :---- | +| Adoption | Total Value Locked (TVL) | $200M | Liquid staking normalization.

TVL = Σ locked assets. | $3B| Capital confidence indicator. | +| Adoption | Monthly transactions | 800k submitted transactions per month || ≥ 27M submitted transactions per month | Signals broad, recurring on-chain activity. | +| Adoption | Monthly Active Users (MAU) | Approximately 100k-300k active wallets per month | Count unique addresses with transactions over 30-day window. | 1M | Measures active ecosystem participation + engagement.

MAU measures number of unique wallets submitting ≥1 transaction per month; does not differentiate human activity vs wallet count. | + +We are limited in the number of ‘top level’ KPIs as an ecosystem we can prioritise. Too many and it is difficult to create a clear strategic direction, too few and we risk missing critical indicators across priority areas. As a result we propose the following additional Primary core KPIs. + + +| Area| Metric | Current Status| How to Calculate | 2030 Target | Rationale| +| :---- | :---- | :---- | :---- | :---- | :---- | +| Reliability | Monthly (6 epochs) UpTime | 99.98 | Uptime percentage = ((Total time period − Total 5-minute blockless periods) / Total time period) × 100% | 99.98% Uptime (no blockless intervals of 5 minutes or longer across 6 epochs)

Reasoning: Cardano block production is modeled as a Poisson process with λ ≈ 1 block / 20 seconds.

The probability of producing zero blocks in 5 minutes is effectively zero (≈3×10⁻⁷), therefore any 5-minute gap constitutes a statistically reliable indicator of downtime.

| Maintain best-in-class operational reliability. (Protocol Stability)| +| Operational resilience | Voting Power distribution of controlling stake | 35 | (total live stake - abstain DRep - NoConfidence DRep)*0.51 > than stake of top 22 DReps | 50% + 1 lovelace effective voting power controlled by > than 22 DReps | Mitigates risk of attacks from colluded DReps | +| Operational resilience | Alternative full node clients | 1 | | ≥ 2 live, spec-conformant | Reduce single-client risk. | +| Revenue / adoption | Annual Protocol Revenue | 3.5M ada within the calendar | Annual Protocol Revenue = Submitted Transactions per year * avg fee per submitted transaction| ≥ 16M ada (assuming an ada value of $5 and a reduction of avg fees over the 4 years from 0.3 ada to 0.05 ada)| This includes all revenue to the protocol (excluding the rewards).

The key metric of economic self-sufficiency and utility.

(Revenue could come from fees, L1 and L2 services, investments and more) | +| Governance| DRep participation rate||% of active DReps (by stake) voting on 90% or more of governance actions| > 70% of active DReps (by stake) vote on 90% or more of governance actions.| Measure the vitality and engagement of the decision-making layer. | +| Scalability | Throughput capacity per day| 300k transactions per day || 3x current capacity | Tracking scalability of the system to meet adoption KPIs | + +### KPI and Metric Strategy +- The list above is not a complete list of KPIs. We expect this framework to evolve and mature over time. We recognize that a broader, more complete measurement framework is necessary, including more detailed secondary and tertiary level KPIs. +- This initial focus provides the community with immediate KPI’s to support with alignment of treasury funding decisions while the comprehensive framework is developed. We expect to develop this fuller and more comprehensive set of KPIs for the evolution of the Cardano blockchain in early 2026 and will work closely with the community and the other committees to shape the KPI direction. This will also include developing Marketing KPIs to broaden reach and engagement, drive positive perceptions and bring more users to the chain.. +- As part of the review of KPIs with the community we will also aim to support a strategy on how metrics are more effectively tracked and reported on, including supporting the creation of relevant dashboards. diff --git a/docs/vision/vision.mdx b/docs/vision/vision.mdx index e1afe98..db980e7 100644 --- a/docs/vision/vision.mdx +++ b/docs/vision/vision.mdx @@ -108,9 +108,10 @@ To support the creation of a cohesive direction the Cardano Product Committee of As more insights are collected they will be added in the links above. -Using the insights collected so far the Product Committee, with support of other committee like Technical Steering Committee and Growth and Marketing Committee, have drafted the initial proposals for long term vision and strategy: +Using the insights collected so far the Product Committee, with support of other committee like Technical Steering Committee and Growth and Marketing Committee, have drafted the initial proposals for the mission statement, vision, strategy, and roadmap: +- https://product.cardano.intersectmbo.org/vision/mission-2030 - https://product.cardano.intersectmbo.org/vision/vision-2030 - https://product.cardano.intersectmbo.org/vision/strategy-2030 +- https://product.cardano.intersectmbo.org/vision/roadmap-2026 Through remote and in-person workshops, direct async feedback and surveys, the Product Committee aims to submit a community-reviewed version of this proposal on-chain as an info action for DReps to ratify. - From 2b09ca85c53aba7f014f0070389b9d50cd81eade Mon Sep 17 00:00:00 2001 From: rwiley <30681834+Cerkoryn@users.noreply.github.com> Date: Mon, 19 Jan 2026 19:12:53 -0500 Subject: [PATCH 4/5] Add tags to map deliverables to effects --- docs/vision/roadmap-2026.md | 12 +++++ docs/vision/strategy-2030.md | 94 ++++++++++++++++++------------------ docs/vision/vision-2030.md | 28 ++++++----- 3 files changed, 74 insertions(+), 60 deletions(-) diff --git a/docs/vision/roadmap-2026.md b/docs/vision/roadmap-2026.md index cd39c21..a68e6f2 100644 --- a/docs/vision/roadmap-2026.md +++ b/docs/vision/roadmap-2026.md @@ -10,6 +10,8 @@ slug: /vision/roadmap-2026 This roadmap is updated annually and focuses on near-term deliverables the ecosystem can work on now or is already executing. +Roadmap items advance the Strategy pillars and use tags in the table below to show which Vision outcomes they are intended to influence. + The general themes of the community's short-term roadmap, as analyzed through the community roadmap survey, focus on increasing scalability, interoperability, and usability. @@ -22,6 +24,16 @@ It is expected that progress will be made on most or all of this roadmap. Importantly, the scope of the roadmap is not fixed, but is open to new community contributions. +| Roadmap Item | Tag | +| :---- | :---- | +| Scaling the L1 Engine | E-THROUGHPUT, E-UPTIME | +| Incoming Liquidity | E-TVL | +| L2 Expansion | E-THROUGHPUT, E-TX | +| Developer/User Experience | E-MAU, E-TX | +| Programmable Assets | E-TVL | +| Multiple Node Implementations | E-CLIENTS | +| SPO Incentive Improvements | E-VOTEPOWER | + ### Scaling the L1 Engine L1 performance is crucial for widespread adoption and diff --git a/docs/vision/strategy-2030.md b/docs/vision/strategy-2030.md index deab1f1..20d8d8c 100644 --- a/docs/vision/strategy-2030.md +++ b/docs/vision/strategy-2030.md @@ -47,7 +47,7 @@ combining strategic partnerships, developer support, and community engagement, we are confident in our ability to create a thriving ecosystem that drives the adoption of Cardano and realizes its full potential. -The following pillars outline deliverable-focused areas that support the 2030 strategy. +The following pillars outline deliverable-focused areas that support the 2030 strategy. Effect tags in the Tag column (e.g., E-THROUGHPUT) indicate which Vision outcomes these deliverables are intended to influence; the Roadmap uses the same tags for near-term work. ## Pillar 1: Infrastructure & Research Excellence @@ -55,20 +55,20 @@ Keep Cardano secure, fast, and interoperable so it can host more economic activi ### I.1. Scalability & Interoperability -| Focus Area | Description | Expected Enhancement | -| :---- | :---- | :---- | -| **L1 protocol improvements** | Improve consensus, ledger, and networking to raise throughput and shorten finality. | L1 capacity for institutional, retail, and enterprise demand. | -| **L2 integration** | Make L2 solutions first-class so high-volume activity can move off L1 and settle back. | High-frequency, low-latency transactions with L1 security. | -| **Cross-chain interoperability** | Standardize secure bridges and state-proofs to other chains and legacy infra. | Cardano as an interoperability hub. | +| Focus Area | Description | Expected Enhancement | Tag | +| :---- | :---- | :---- | :---- | +| **L1 protocol improvements** | Improve consensus, ledger, and networking to raise throughput and shorten finality. | L1 capacity for institutional, retail, and enterprise demand. | E-THROUGHPUT, E-UPTIME | +| **L2 integration** | Make L2 solutions first-class so high-volume activity can move off L1 and settle back. | High-frequency, low-latency transactions with L1 security. | E-THROUGHPUT, E-TX | +| **Cross-chain interoperability** | Standardize secure bridges and state-proofs to other chains and legacy infra. | Cardano as an interoperability hub. | E-TVL | | **Core ZK capabilities** | Provide modular ZK infrastructure for private, verifiable off-chain computation. | Privacy-preserving, verifiable apps. | ### I.2. Security & Resilience -| Focus Area | Description | Expected Enhancement | -| :---- | :---- | :---- | -| **Post-quantum readiness** | Migrate protocol-critical cryptography to PQ-resistant candidates. | Proactive protection against future threats. | -| **Client diversity** | Support additional full-node and light-client implementations with conformance testing. | Better decentralization. | -| **Threat detection & recovery** | Improve observability, self-healing, and disaster-recovery procedures. | Enterprise-grade reliability for regulated use. | +| Focus Area | Description | Expected Enhancement | Tag | +| :---- | :---- | :---- | :---- | +| **Post-quantum readiness** | Migrate protocol-critical cryptography to PQ-resistant candidates. | Proactive protection against future threats. | | +| **Client diversity** | Support additional full-node and light-client implementations with conformance testing. | Better decentralization. | E-CLIENTS | +| **Threat detection & recovery** | Improve observability, self-healing, and disaster-recovery procedures. | Enterprise-grade reliability for regulated use. | E-UPTIME | ## Pillar 2: Adoption & Utility @@ -76,28 +76,28 @@ Driving widespread, non-speculative utility by focusing on high-value industry v ### A.1. High-Value Verticals -| Vertical | Strategy | -| :---- | :---- | -| **DeFi** | Secure, institutional-grade liquidity onramps (incl. BTC) and more usable Cardano-native DeFi. | -| **RWA** | Tokenize illiquid assets (real estate, supply chain assets) with deterministic fees. | -| **Supply chain / provenance** | Use metadata and native assets for traceability and recalls. | -| **Payments** | Fast, low-cost cross-border payments via L2/native assets. | +| Vertical | Strategy | Tag | +| :---- | :---- | :---- | +| **DeFi** | Secure, institutional-grade liquidity onramps (incl. BTC) and more usable Cardano-native DeFi. | E-TVL | +| **RWA** | Tokenize illiquid assets (real estate, supply chain assets) with deterministic fees. | E-TVL | +| **Supply chain / provenance** | Use metadata and native assets for traceability and recalls. | | +| **Payments** | Fast, low-cost cross-border payments via L2/native assets. | E-TX | ### A.2. Experience (Business & Consumer) -| Focus Area | Strategy | Expected Enhancement | -| :---- | :---- | :---- | -| **Invisible technology** | Hide wallets, fees, and signing flows where possible. | Lower adoption friction. | -| **Decentralized identity (SSI)** | Embed decentralized identity solutions (DID) and self sovereign identity (SSI) into transactions, contracts, and governance for selective privacy and compliance. | Enterprise-ready trust layer. | -| **Enterprise security & compliance** | Offer formal-methods-backed and ISO/SOC, and other industry standard-compatible patterns. | Easier enterprise and gov procurement. | +| Focus Area | Strategy | Expected Enhancement | Tag | +| :---- | :---- | :---- | :---- | +| **Invisible technology** | Hide wallets, fees, and signing flows where possible. | Lower adoption friction. | E-MAU | +| **Decentralized identity (SSI)** | Embed decentralized identity solutions (DID) and self sovereign identity (SSI) into transactions, contracts, and governance for selective privacy and compliance. | Enterprise-ready trust layer. | | +| **Enterprise security & compliance** | Offer formal-methods-backed and ISO/SOC, and other industry standard-compatible patterns. | Easier enterprise and gov procurement. | | ### A.3. Developer Experience -| Focus Area | Description | Expected Enhancement | -| :---- | :---- | :---- | -| **Open-source incentives** | Incentivize the maintenance of core Cardano SDKs, frameworks, and infrastructure in line with open-source best practices. | Sustainable builder ecosystem. | -| **Education & migration** | Provide materials for EVM/account-based devs moving to Cardano/UTxO. | More developers can onboard. | -| **Compatibility** | Align with common multi-chain tooling where feasible. | Lower switching costs vs. other L1s. | +| Focus Area | Description | Expected Enhancement | Tag | +| :---- | :---- | :---- | :---- | +| **Open-source incentives** | Incentivize the maintenance of core Cardano SDKs, frameworks, and infrastructure in line with open-source best practices. | Sustainable builder ecosystem. | | +| **Education & migration** | Provide materials for EVM/account-based devs moving to Cardano/UTxO. | More developers can onboard. | | +| **Compatibility** | Align with common multi-chain tooling where feasible. | Lower switching costs vs. other L1s. | | ## Pillar 3: Governance @@ -105,23 +105,23 @@ Cardano governance must be hard to capture, easy to use, and paced. This builds ### G.1. Incentivized & Accessible Governance -| Focus Area | Strategy | Expected Enhancement | -| :---- | :---- | :---- | -| **Role-based incentives for DReps, SPOs & CC** | Fund DReps, SPOs and the Constitutional Committee based on observable activity (votes, rationales, attendance) rather than single binary metrics. | Broader, more diverse participation; less reliance on large-stake actors. | -| **Governance accessibility tools** | Maintain and develop tools to register as DRep, delegate, vote, submit/view governance actions, and message delegators. | Frictionless participation → higher legitimate turnout. | +| Focus Area | Strategy | Expected Enhancement | Tag | +| :---- | :---- | :---- | :---- | +| **Role-based incentives for DReps, SPOs & CC** | Fund DReps, SPOs and the Constitutional Committee based on observable activity (votes, rationales, attendance) rather than single binary metrics. | Broader, more diverse participation; less reliance on large-stake actors. | E-DREP | +| **Governance accessibility tools** | Maintain and develop tools to register as DRep, delegate, vote, submit/view governance actions, and message delegators. | Frictionless participation → higher legitimate turnout. | E-DREP | ### G.2. Turnout-Aware Voting with Delegator Safeguard -| Focus Area | Strategy | Expected Enhancement | -| :---- | :---- | :---- | -| **Adaptive / turnout-aware thresholds** | Apply turnout-aware approval (like adaptive quorum biasing) so low-turnout proposals need higher yes-ratios. | Prevents “quiet” passes and aligns decisions with actual participation. | -| **Delegator override of DRep votes** | Allow ADA holders to override their DRep for layer 2 decisions on a per-proposal basis without redelegating. | Protects against captured/inactive DReps while keeping delegation convenient. | +| Focus Area | Strategy | Expected Enhancement | Tag | +| :---- | :---- | :---- | :---- | +| **Adaptive / turnout-aware thresholds** | Apply turnout-aware approval (like adaptive quorum biasing) so low-turnout proposals need higher yes-ratios. | Prevents “quiet” passes and aligns decisions with actual participation. | E-DREP | +| **Delegator override of DRep votes** | Allow ADA holders to override their DRep for layer 2 decisions on a per-proposal basis without redelegating. | Protects against captured/inactive DReps while keeping delegation convenient. | E-DREP | ### G.3. Treasury Seasons -| Focus Area | Strategy | Expected Enhancement | -| :---- | :---- | :---- | -| **Seasonal proposal windows** | Batch treasury/budget actions into a governance-approved annual calendar; publish season reports (spend, participation, vetoes). | Less proposal spam, less voter fatigue, clearer deliberation cycles.  | +| Focus Area | Strategy | Expected Enhancement | Tag | +| :---- | :---- | :---- | :---- | +| **Seasonal proposal windows** | Batch treasury/budget actions into a governance-approved annual calendar; publish season reports (spend, participation, vetoes). | Less proposal spam, less voter fatigue, clearer deliberation cycles.  | E-DREP | ## Pillar 4: Community & Ecosystem Growth @@ -148,15 +148,15 @@ Ensuring the long-term financial health and operational integrity of the network ### E.1. Financial Stewardship & Tokenomics -| Focus Area | Strategy | Expected Enhancement | -| :---- | :---- | :---- | -| **Multi-Asset Treasury** | Allow treasury and proposals to include assets other than ADA. | Provides a way for products built on Cardano to contribute to the layer 1 without spending ADA. | -| **Managed treasury** | Evolve the treasury beyond a passive, single-asset pool into an actively managed, multi-asset portfolio to generate yields and strategically deploy capital into growth-focused investments. | 10%+ ROI on non-ADA assets. | -| **L2 → L1 value retention** | Refine the ecosystem's tokenomics to ensure stability, competitive service pricing, and sustainable decentralization, ensuring Layer 2 solutions contribute value back to the L1 protocol. | Prevent value leakage from scaling solutions. | +| Focus Area | Strategy | Expected Enhancement | Tag | +| :---- | :---- | :---- | :---- | +| **Multi-Asset Treasury** | Allow treasury and proposals to include assets other than ADA. | Provides a way for products built on Cardano to contribute to the layer 1 without spending ADA. | E-REV | +| **Managed treasury** | Evolve the treasury beyond a passive, single-asset pool into an actively managed, multi-asset portfolio to generate yields and strategically deploy capital into growth-focused investments. | 10%+ ROI on non-ADA assets. | E-REV | +| **L2 → L1 value retention** | Refine the ecosystem's tokenomics to ensure stability, competitive service pricing, and sustainable decentralization, ensuring Layer 2 solutions contribute value back to the L1 protocol. | Prevent value leakage from scaling solutions. | E-REV | ### E.2. SPO Incentives -| Focus Area | Strategy | Expected Enhancement | -| :---- | :---- | :---- | -| **Diversified SPO roles** | Advance programs to incentivize SPOs to diversify beyond L1 block production into supporting Layer 2 protocols, Actively Validated Services (AVS) for partner chains, and decentralized hosting. | Broader, more resilient infra. | -| **Decentralization target** | Regularly evaluate and adjust k-parameter and related incentives to improve stake distribution, increase decentralization, support reward sustainability and pledge viability, promote fairness, and mitigate the social risk of struggling SPOs, aiming for \>500 independent pools producing ≥95% of blocks. | Strong base-layer security. | +| Focus Area | Strategy | Expected Enhancement | Tag | +| :---- | :---- | :---- | :---- | +| **Diversified SPO roles** | Advance programs to incentivize SPOs to diversify beyond L1 block production into supporting Layer 2 protocols, Actively Validated Services (AVS) for partner chains, and decentralized hosting. | Broader, more resilient infra. | | +| **Decentralization target** | Regularly evaluate and adjust k-parameter and related incentives to improve stake distribution, increase decentralization, support reward sustainability and pledge viability, promote fairness, and mitigate the social risk of struggling SPOs. | Strong base-layer security. | E-VOTEPOWER | diff --git a/docs/vision/vision-2030.md b/docs/vision/vision-2030.md index 243b5f0..cdaedef 100644 --- a/docs/vision/vision-2030.md +++ b/docs/vision/vision-2030.md @@ -41,23 +41,25 @@ These three KPIs are supported by many additional metrics and sub-indicators tha ***Key Performance Indicators*** are a curated subset of metrics that directly measure progress toward strategic objectives. They are actionable signals that drive strategy and decision-making at the highest level. KPIs answer the question: "Are we succeeding in our strategic goals?" and ensure strategic alignment. Typically, KPIs are limited in number to maintain focus, though teams, groups may have their own more detailed KPIs. -| Area| Metric | current status | How to calculate | 2030 Target | Rationale| -| :---- | :---- | :---- | :---- | :---- | :---- | -| Adoption | Total Value Locked (TVL) | $200M | Liquid staking normalization.

TVL = Σ locked assets. | $3B| Capital confidence indicator. | -| Adoption | Monthly transactions | 800k submitted transactions per month || ≥ 27M submitted transactions per month | Signals broad, recurring on-chain activity. | -| Adoption | Monthly Active Users (MAU) | Approximately 100k-300k active wallets per month | Count unique addresses with transactions over 30-day window. | 1M | Measures active ecosystem participation + engagement.

MAU measures number of unique wallets submitting ≥1 transaction per month; does not differentiate human activity vs wallet count. | +Effect tags in the Tag column (e.g., E-TVL) are used in the Strategy and Roadmap documents to show which Vision outcomes those deliverables are intended to influence. + +| Area| Metric | current status | How to calculate | 2030 Target | Rationale| Tag | +| :---- | :---- | :---- | :---- | :---- | :---- | :---- | +| Adoption | Total Value Locked (TVL) | $200M | Liquid staking normalization.

TVL = Σ locked assets. | $3B| Capital confidence indicator. | E-TVL | +| Adoption | Monthly transactions | 800k submitted transactions per month || ≥ 27M submitted transactions per month | Signals broad, recurring on-chain activity. | E-TX | +| Adoption | Monthly Active Users (MAU) | Approximately 100k-300k active wallets per month | Count unique addresses with transactions over 30-day window. | 1M | Measures active ecosystem participation + engagement.

MAU measures number of unique wallets submitting ≥1 transaction per month; does not differentiate human activity vs wallet count. | E-MAU | We are limited in the number of ‘top level’ KPIs as an ecosystem we can prioritise. Too many and it is difficult to create a clear strategic direction, too few and we risk missing critical indicators across priority areas. As a result we propose the following additional Primary core KPIs. -| Area| Metric | Current Status| How to Calculate | 2030 Target | Rationale| -| :---- | :---- | :---- | :---- | :---- | :---- | -| Reliability | Monthly (6 epochs) UpTime | 99.98 | Uptime percentage = ((Total time period − Total 5-minute blockless periods) / Total time period) × 100% | 99.98% Uptime (no blockless intervals of 5 minutes or longer across 6 epochs)

Reasoning: Cardano block production is modeled as a Poisson process with λ ≈ 1 block / 20 seconds.

The probability of producing zero blocks in 5 minutes is effectively zero (≈3×10⁻⁷), therefore any 5-minute gap constitutes a statistically reliable indicator of downtime.

| Maintain best-in-class operational reliability. (Protocol Stability)| -| Operational resilience | Voting Power distribution of controlling stake | 35 | (total live stake - abstain DRep - NoConfidence DRep)*0.51 > than stake of top 22 DReps | 50% + 1 lovelace effective voting power controlled by > than 22 DReps | Mitigates risk of attacks from colluded DReps | -| Operational resilience | Alternative full node clients | 1 | | ≥ 2 live, spec-conformant | Reduce single-client risk. | -| Revenue / adoption | Annual Protocol Revenue | 3.5M ada within the calendar | Annual Protocol Revenue = Submitted Transactions per year * avg fee per submitted transaction| ≥ 16M ada (assuming an ada value of $5 and a reduction of avg fees over the 4 years from 0.3 ada to 0.05 ada)| This includes all revenue to the protocol (excluding the rewards).

The key metric of economic self-sufficiency and utility.

(Revenue could come from fees, L1 and L2 services, investments and more) | -| Governance| DRep participation rate||% of active DReps (by stake) voting on 90% or more of governance actions| > 70% of active DReps (by stake) vote on 90% or more of governance actions.| Measure the vitality and engagement of the decision-making layer. | -| Scalability | Throughput capacity per day| 300k transactions per day || 3x current capacity | Tracking scalability of the system to meet adoption KPIs | +| Area| Metric | Current Status| How to Calculate | 2030 Target | Rationale| Tag | +| :---- | :---- | :---- | :---- | :---- | :---- | :---- | +| Reliability | Monthly (6 epochs) UpTime | 99.98 | Uptime percentage = ((Total time period − Total 5-minute blockless periods) / Total time period) × 100% | 99.98% Uptime (no blockless intervals of 5 minutes or longer across 6 epochs)

Reasoning: Cardano block production is modeled as a Poisson process with λ ≈ 1 block / 20 seconds.

The probability of producing zero blocks in 5 minutes is effectively zero (≈3×10⁻⁷), therefore any 5-minute gap constitutes a statistically reliable indicator of downtime.

| Maintain best-in-class operational reliability. (Protocol Stability)| E-UPTIME | +| Operational resilience | Voting Power distribution of controlling stake | ~10 | (total live stake - abstain DRep - NoConfidence DRep)*0.51 > than stake of top 22 DReps | 50% + 1 lovelace effective voting power controlled by > than 22 DReps | Mitigates risk of attacks from colluded DReps | E-VOTEPOWER | +| Operational resilience | Alternative full node clients | 1 | | ≥ 2 live, spec-conformant | Reduce single-client risk. | E-CLIENTS | +| Revenue / adoption | Annual Protocol Revenue | 3.5M ada within the calendar | Annual Protocol Revenue = Submitted Transactions per year * avg fee per submitted transaction| ≥ 16M ada (assuming an ada value of $5 and a reduction of avg fees over the 4 years from 0.3 ada to 0.05 ada)| This includes all revenue to the protocol (excluding the rewards).

The key metric of economic self-sufficiency and utility.

(Revenue could come from fees, L1 and L2 services, investments and more) | E-REV | +| Governance| DRep participation rate||% of active DReps (by stake) voting on 90% or more of governance actions| > 70% of active DReps (by stake) vote on 90% or more of governance actions.| Measure the vitality and engagement of the decision-making layer. | E-DREP | +| Scalability | L1 throughput capacity per day| 300k transactions per day || 3x current capacity | Tracking scalability of the system to meet adoption KPIs | E-THROUGHPUT | ### KPI and Metric Strategy - The list above is not a complete list of KPIs. We expect this framework to evolve and mature over time. We recognize that a broader, more complete measurement framework is necessary, including more detailed secondary and tertiary level KPIs. From d1f417498fb528fd9ade8c6fc7dcc97397d10b3f Mon Sep 17 00:00:00 2001 From: rwiley <30681834+Cerkoryn@users.noreply.github.com> Date: Mon, 19 Jan 2026 19:28:05 -0500 Subject: [PATCH 5/5] Rename some tags --- docs/vision/roadmap-2026.md | 6 +++--- docs/vision/strategy-2030.md | 8 ++++---- docs/vision/vision-2030.md | 6 +++--- 3 files changed, 10 insertions(+), 10 deletions(-) diff --git a/docs/vision/roadmap-2026.md b/docs/vision/roadmap-2026.md index a68e6f2..202de17 100644 --- a/docs/vision/roadmap-2026.md +++ b/docs/vision/roadmap-2026.md @@ -26,13 +26,13 @@ fixed, but is open to new community contributions. | Roadmap Item | Tag | | :---- | :---- | -| Scaling the L1 Engine | E-THROUGHPUT, E-UPTIME | +| Scaling the L1 Engine | E-THROUGHPUT, E-RELIABILITY | | Incoming Liquidity | E-TVL | | L2 Expansion | E-THROUGHPUT, E-TX | | Developer/User Experience | E-MAU, E-TX | | Programmable Assets | E-TVL | -| Multiple Node Implementations | E-CLIENTS | -| SPO Incentive Improvements | E-VOTEPOWER | +| Multiple Node Implementations | E-RESILIENCE | +| SPO Incentive Improvements | E-RESILIENCE | ### Scaling the L1 Engine diff --git a/docs/vision/strategy-2030.md b/docs/vision/strategy-2030.md index 20d8d8c..071dc8e 100644 --- a/docs/vision/strategy-2030.md +++ b/docs/vision/strategy-2030.md @@ -57,7 +57,7 @@ Keep Cardano secure, fast, and interoperable so it can host more economic activi | Focus Area | Description | Expected Enhancement | Tag | | :---- | :---- | :---- | :---- | -| **L1 protocol improvements** | Improve consensus, ledger, and networking to raise throughput and shorten finality. | L1 capacity for institutional, retail, and enterprise demand. | E-THROUGHPUT, E-UPTIME | +| **L1 protocol improvements** | Improve consensus, ledger, and networking to raise throughput and shorten finality. | L1 capacity for institutional, retail, and enterprise demand. | E-THROUGHPUT, E-RELIABILITY | | **L2 integration** | Make L2 solutions first-class so high-volume activity can move off L1 and settle back. | High-frequency, low-latency transactions with L1 security. | E-THROUGHPUT, E-TX | | **Cross-chain interoperability** | Standardize secure bridges and state-proofs to other chains and legacy infra. | Cardano as an interoperability hub. | E-TVL | | **Core ZK capabilities** | Provide modular ZK infrastructure for private, verifiable off-chain computation. | Privacy-preserving, verifiable apps. | @@ -67,8 +67,8 @@ Keep Cardano secure, fast, and interoperable so it can host more economic activi | Focus Area | Description | Expected Enhancement | Tag | | :---- | :---- | :---- | :---- | | **Post-quantum readiness** | Migrate protocol-critical cryptography to PQ-resistant candidates. | Proactive protection against future threats. | | -| **Client diversity** | Support additional full-node and light-client implementations with conformance testing. | Better decentralization. | E-CLIENTS | -| **Threat detection & recovery** | Improve observability, self-healing, and disaster-recovery procedures. | Enterprise-grade reliability for regulated use. | E-UPTIME | +| **Client diversity** | Support additional full-node and light-client implementations with conformance testing. | Better decentralization. | E-RESILIENCE | +| **Threat detection & recovery** | Improve observability, self-healing, and disaster-recovery procedures. | Enterprise-grade reliability for regulated use. | E-RELIABILITY | ## Pillar 2: Adoption & Utility @@ -159,4 +159,4 @@ Ensuring the long-term financial health and operational integrity of the network | Focus Area | Strategy | Expected Enhancement | Tag | | :---- | :---- | :---- | :---- | | **Diversified SPO roles** | Advance programs to incentivize SPOs to diversify beyond L1 block production into supporting Layer 2 protocols, Actively Validated Services (AVS) for partner chains, and decentralized hosting. | Broader, more resilient infra. | | -| **Decentralization target** | Regularly evaluate and adjust k-parameter and related incentives to improve stake distribution, increase decentralization, support reward sustainability and pledge viability, promote fairness, and mitigate the social risk of struggling SPOs. | Strong base-layer security. | E-VOTEPOWER | +| **Decentralization target** | Regularly evaluate and adjust k-parameter and related incentives to improve stake distribution, increase decentralization, support reward sustainability and pledge viability, promote fairness, and mitigate the social risk of struggling SPOs. | Strong base-layer security. | E-RESILIENCE | diff --git a/docs/vision/vision-2030.md b/docs/vision/vision-2030.md index cdaedef..3472229 100644 --- a/docs/vision/vision-2030.md +++ b/docs/vision/vision-2030.md @@ -54,9 +54,9 @@ We are limited in the number of ‘top level’ KPIs as an ecosystem we can prio | Area| Metric | Current Status| How to Calculate | 2030 Target | Rationale| Tag | | :---- | :---- | :---- | :---- | :---- | :---- | :---- | -| Reliability | Monthly (6 epochs) UpTime | 99.98 | Uptime percentage = ((Total time period − Total 5-minute blockless periods) / Total time period) × 100% | 99.98% Uptime (no blockless intervals of 5 minutes or longer across 6 epochs)

Reasoning: Cardano block production is modeled as a Poisson process with λ ≈ 1 block / 20 seconds.

The probability of producing zero blocks in 5 minutes is effectively zero (≈3×10⁻⁷), therefore any 5-minute gap constitutes a statistically reliable indicator of downtime.

| Maintain best-in-class operational reliability. (Protocol Stability)| E-UPTIME | -| Operational resilience | Voting Power distribution of controlling stake | ~10 | (total live stake - abstain DRep - NoConfidence DRep)*0.51 > than stake of top 22 DReps | 50% + 1 lovelace effective voting power controlled by > than 22 DReps | Mitigates risk of attacks from colluded DReps | E-VOTEPOWER | -| Operational resilience | Alternative full node clients | 1 | | ≥ 2 live, spec-conformant | Reduce single-client risk. | E-CLIENTS | +| Reliability | Monthly (6 epochs) UpTime | 99.98 | Uptime percentage = ((Total time period − Total 5-minute blockless periods) / Total time period) × 100% | 99.98% Uptime (no blockless intervals of 5 minutes or longer across 6 epochs)

Reasoning: Cardano block production is modeled as a Poisson process with λ ≈ 1 block / 20 seconds.

The probability of producing zero blocks in 5 minutes is effectively zero (≈3×10⁻⁷), therefore any 5-minute gap constitutes a statistically reliable indicator of downtime.

| Maintain best-in-class operational reliability. (Protocol Stability)| E-RELIABILITY | +| Operational resilience | Voting Power distribution of controlling stake | ~10 | (total live stake - abstain DRep - NoConfidence DRep)*0.51 > than stake of top 22 DReps | 50% + 1 lovelace effective voting power controlled by > than 22 DReps | Mitigates risk of attacks from colluded DReps | E-RESILIENCE | +| Operational resilience | Alternative full node clients | 1 | | ≥ 2 live, spec-conformant | Reduce single-client risk. | E-RESILIENCE | | Revenue / adoption | Annual Protocol Revenue | 3.5M ada within the calendar | Annual Protocol Revenue = Submitted Transactions per year * avg fee per submitted transaction| ≥ 16M ada (assuming an ada value of $5 and a reduction of avg fees over the 4 years from 0.3 ada to 0.05 ada)| This includes all revenue to the protocol (excluding the rewards).

The key metric of economic self-sufficiency and utility.

(Revenue could come from fees, L1 and L2 services, investments and more) | E-REV | | Governance| DRep participation rate||% of active DReps (by stake) voting on 90% or more of governance actions| > 70% of active DReps (by stake) vote on 90% or more of governance actions.| Measure the vitality and engagement of the decision-making layer. | E-DREP | | Scalability | L1 throughput capacity per day| 300k transactions per day || 3x current capacity | Tracking scalability of the system to meet adoption KPIs | E-THROUGHPUT |