Managing DAOs for collective and distributed architectural design projects: The case of the ArchiDAO Evolo Skyscraper Design Competition
S. Papathanasiou (TU Delft - Architecture and the Built Environment)
Daniel M. Hall – Mentor (Design & Construction Management)
R.K. Soman – Graduation committee member (TU Delft - Integral Design & Management)
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Abstract
The Architecture, Engineering and Construction (AEC) industry, traditionally characterized by
hierarchical structures, is undergoing a transformation driven by technological advancements.
Despite these innovations, many global companies in the industry have retained their
conventional organizational and governance frameworks. This study investigates the potential of Decentralized Autonomous Organizations (DAOs) to introduce a bottom-up management approach in the ACE industry, focusing on their transformative impact on architectural design methodologies.
The research addresses a significant gap in the literature regarding the management and
governance frameworks necessary for effective collaboration and distributed architectural
design within DAOs. The study employs an extended single case study methodology, utilizing
semi-structured interviews, ethnographic observations on Discord and Telegram, and a
comprehensive literature review. The case study centers on ArchiDAO, the first architect-founded DAO, and its participation in the Evolo Skyscraper Design Competition 2024.
ArchiDAO's innovative vision and task-based model are examined to understand how DAOs
can manage collective and distributed architectural projects. Key findings reveal that DAOs
can enhance project management through transparent and decentralized decision-making
processes, equitable reward systems, and advanced communication tools. However,
challenges such as role ambiguity, inconsistent task completion, and limited blockchain
utilization were also identified.
This study's outcomes highlight the effectiveness of DAOs in promoting decentralized
leadership and collaboration, reflecting practices observed in young architectural collectives.
These collectives, often formed in response to traditional top-down approaches, emphasize
multidisciplinary and non-hierarchical structures that align with the principles of DAOs. The
research contributes to the adaptability of architecture firms in the evolving AEC industry by
providing insights into the integration of decentralized models for more effective and
inclusive project management.