Flow state价格

因为参与 @WORLD3_AI 确实比较早，也比较深，所以，有很多可以了的点。 元宇宙时期它们本来可以一战封神的，与 sandbox 等可以并称四大元宇宙项目，但是他们没有发币，具体原因不得而知； 之后flow链严重拉垮，他们应该开始探索新的方向，有了游戏和ai方向的探索，没错，ai方向团队真的参与的非常早，进入土地，选择角色，和人物或者 NPC 对话的时候就会有ai的嵌入，他们做的真的都很早； 后来又在 ckb 发行了资产，游戏也做出来了，可玩性还是很高的，我被他们团队关注到应该也是这个时候，我带着我们团队参与进去一起玩游戏连续发了好几个视频，一提这个他们就都知道我是谁； 再到挖矿的时候，我带着社区的伙伴参与进来，有些伙伴甚至是梭哈的方式参与其中，再到后来ai大火，他们才又把ai相关的内容加入进来，我多次和团队的人员深度沟通过产品的一些思考和营销的策略，有的落地了，有的则是遥遥无期； 当然我很关注 TGE 的问题，又不能太直白的问团队，但是每次都是正在和交易所沟通，我相信这是真的，和他们团队的好多位伙伴都沟通过，甚至还想着去推进 DAO，也都无法与团队在确定的事情上达成一致性，最后不了了之； 我想说的是，可能团队存在的一些问题 1，团队之间的沟通不是很顺畅，他们应该是多部门协作的，虽然并非团队成员，但是能猜想应该经常会出现团队内部之间的协作问题； 2，团队与社区之间缺少传达者，这个角色不是发发推或者去 space，而是真的在社区中和大家沟通的人，就像 @SuccinctLabs ，它们的社区是 2025 绝对的王者； 3，团队是以工程师思维在做项目，他们要的是确定性，确定了在对外说，确定了在做下一步，但这种思维一般会把一个好项目给拖死，因为人算不如天算，所以，多个产品本来他们是可以做的很好，甚至领先很多，但最终却被市场落在了后面； 4，团队及其缺少一位真正的 CMO，可以起到话事人作用的人，以市场为参考去做项目的推进才是真正的创业者应该有的，无论是《创业维艰》《从0到1》还是《让大象飞》，很多书里应该都有介绍过类似的创业节奏，小步试错才能不错过大机会； 5，团队内部缺少一位抗压的人和能够把团队清晰分工的人， @WORLD3_AI 的很多产品都是可以独当一面的，游戏，挖矿，ai，元宇宙等等，如果是分部门去做，我相信速度会很快，他们团队大概是很多产品都是互用的，导致一会做这个一会做那个，团队会显得很臃肿，效率极其低下。 其实，我还曾经尝试过面试 CMO 的角色，但团队有再做最后的冲刺，团队内部也做了很多调整，导致我没有机会进入，不过我相信我看到的问题，大多数一定是他们正在经历和发生的，最后，还是希望项目 TGE 前解决好内部团队问题，如果这个解决不好，发了币以后可能问题会更多。TGE 不是 @WORLD3_AI 的结束，而是真正的开始。 Because they participated in @WORLD3_AI relatively early and deeply, they could have become the best in the metaverse period, and could be called the four major metaverse projects together with Sandbox, but they did not issue coins, and the specific reason is unknown; After that, the flow chain was seriously pulled down, and they should have started to explore new directions, and explored games and AI. Yes, the AI team really participated very early. When entering the land, choosing a role, and talking to characters or NPCs, there will be AI embedded. They did it really early. Later, assets were issued on ckb, and the game was also made. The playability is still very high. I was noticed by their team at this time. I took our team to participate in playing games and posted several videos in a row. When it came to mining, I took community partners to participate. Some partners even participated in it in a solitary way. Later, when AI became popular, they added AI-related content. I have communicated with the team members in depth on some product thinking and marketing strategies many times. Some have been implemented, and some are still far away; Of course, I pay close attention to TGE , but I can't ask the team too directly. But every time I ask them, they are communicating with the exchange. I believe this is true. I have communicated with many partners in their team and even thought about promoting DAO, but I couldn't reach a consensus with the team on certain things, and finally nothing happened. What I want to say is that there may be some problems with the team 1. The communication between the team is not very smooth. They should be multi-departmental collaboration. Although I am not a team member, I can guess that there should be frequent collaboration problems within the team; 2. There is a lack of communicators between the team and the community. This role is not to post tweets or go to space, but to communicate with everyone in the community, just like @SuccinctLabs , who is the absolute king of their community; 3. The team is doing projects with an engineer's mindset. What they want is certainty. When they are sure, they will tell the outside world and do the next step. But this kind of thinking will generally drag a good project to death, because man proposes, God disposes. Therefore, they could have done a good job on multiple products, even leading by a lot, but they were eventually left behind by the market; 4. The team lacks a real CMO, who can play the role of a person who makes decisions, and who uses the market as a reference to promote projects is what a real entrepreneur should have. Whether it is "The Hard Thing About Hard Things", "From 0 to 1" or "Let the Elephant Fly", many books should have introduced similar entrepreneurial rhythms. Only by trial and error in small steps can we avoid missing big opportunities; 5. The team lacks a person who can withstand pressure and a person who can clearly divide the work of the team. Many products of world3 can be independent, such as games, mining, AI, metaverse, etc. If they are divided into departments, I believe the speed will be very fast. Their team probably has many products that are interconnected, which leads to doing this and that for a while, and the team will appear bloated. In fact, I have tried to interview for the role of CMO, but the team has made the final sprint and made many adjustments within the team, so I didn't have the opportunity to enter, but I believe that most of the problems I saw must be what they are experiencing. Finally, I still hope that the internal team problems will be solved before the project TGE. If this is not solved well, there may be more problems after the coin is issued. TGE is not the end of world3, but the real beginning.

NBA TOPSHOT 用户？ Flow 用户？ Collectooor？ 我们真的构建了最佳的作弊代码来堆叠 Flow 奖励的钥匙。 我们的社区已经疯狂地堆叠 Apple 产品。你可能是下一个。

真正的实用性，确保连接性。 可扩展的代币经济学。 这就是一个成熟区块链系统的样子。$AXL

哦？ 也许我们真的回来了。