Who is responsible for this matter?
Clarify participation roles, collaboration relationships, and handover responsibilities to avoid stopping at “everyone is participating” in key matters.
Establish clear roles and responsibilitiesS03 STAKEHOLDER GOVERNANCE DESIGN
Stakeholder governance design
Let contributions be recorded,
Let collaboration have rules.
Sort out the people who jointly create value and clarify roles, responsibilities and decision-making authority. Write contribution recognition, incentive connection and daily collaboration into systems and processes to provide a unified basis for governance execution.
For enterprise management, business teams and ecosystem builders
WISERUNIONGOVERNANCE / S03
SHARED VALUE. CLEAR RESPONSIBILITIES.
Create value together,
Each bears clear responsibilities.
Common governance basis Role · Contribution · Permissions
System and process connect daily collaboration
01 Employees and Team Responsibility and handover
02 Partners Collaboration and contribution
03 Users and communities Participation and Feedback
04 Capital Participants Agreements and Rights
From principles to routine
Submit → Verify → Authorize Decision → Execute Review
Structural diagram; actual roles, permissions and rights are determined according to the company's circumstances.
ROLES. CONTRIBUTION. ACCOUNTABILITY. Download Service Summary MD
01 / CLARITY IN COLLABORATION
The more people there are,
The more clear the basis for collaboration is.
Shared participation does not equal shared understanding. Clearly state responsibilities, contributions, and decision-making rules so that participants know how to work, how to confirm results, and how to deal with disagreements.
Who confirms this contribution?
Put factual evidence, verification standards, incentive connection and review methods into the same process.
Let contribution records have a common basisWhat are the rules for making this decision?
Distinguish between suggestions, reviews, authorization decisions and execution, so that authority and responsibility correspond to each other.
Apply governance principles to specific matters02 / START WITH REAL RELATIONSHIPS
From the perspective of specific collaboration issues,
Determine the starting point for governance design.
You can focus on internal teams first, or you can sort out partner networks and community participation. The scope is different, the governance objects, the depth of the rules and the focus of delivery are also different.
Responsibility connection/contribution confirmation/approval execution
Work together across teams to make responsibilities and handovers clearer.
Where responsibilities overlap, contributions are hard to confirm or approval and execution diverge, map roles and authority from actual work so collaboration has a shared basis.
Discuss my governance needsAnswer these questions first
- Who takes responsibility, who provides support, and who confirms completion?
- What records are required for contributions, and who verifies them?
- Which matters can be executed independently, and which ones require upgrade approval?
Highlights of achievements
Role relationship and responsibility chart / authority matrix / contribution confirmation and collaboration SOP
Partner role/cooperation boundary/contribution verification
For partners to jointly create value, they also need to jointly understand the rules.
For channels, supply chains and industry ecosystems with multiple parties, organize entry, collaboration, contribution confirmation, incentives and disagreement handling into clear mechanisms.
Discuss my governance needsAnswer these questions first
- What inputs do each party have and what responsibilities they bear?
- What achievements can confirm contribution, and how to avoid duplicate records?
- What is the process for handling disagreements or changes in cooperative relationships?
Highlights of achievements
Partner role and collaboration model/contribution verification rules/collaboration handover and review process
Participation Qualification/Proposal Review/Decision Feedback
Let suggestions enter the process and make decisions clear responsibilities.
For enterprises involving employees, users or communities, define what can be proposed, how proposals are reviewed and decided, and how results are executed, reported and checked.
Discuss my governance needsAnswer these questions first
- Who can make suggestions and how is the scope of participation determined?
- Who organizes the review and who makes the decision within the scope of authority?
- How to record execution results and respond to participants?
Highlights of achievements
Participation and proposal rules/Decision-making and authority arrangement/Execution, feedback and rule maintenance SOP
03 / WHAT WE DESIGN
Combine people, contributions and decisions,
Connect them into an actionable governance system.
The four groups of work revolve around real business and collaborative relationships. From role sorting to system handover, each rule can find the person responsible and the execution process.
ROLES & RELATIONSHIPS
Sorting out roles and relationships
Identify relevant roles such as employees, business teams, partners, users and capital participants, sort out responsibilities, interest demands and collaborative relationships, and form a common base map of governance design.
Role scope / Responsibility boundaries / Collaboration relationship / Organizational mechanism Support arrangements
Who needs to participate and what are their responsibilities?
CONTRIBUTION & INCENTIVES
Connection between contribution measurement and incentives
Clarify the contribution caliber, record vouchers, verification responsibilities and review process, connect the confirmed contribution with the agreed incentive mechanism, and make the basis consistent with the execution conditions.
Contribution caliber/credential verification/incentive binding/dispute review Support arrangements
How to confirm the contribution and under what conditions to enter the incentive?
DECISIONS & PERMISSIONS
Governance rules and role permissions
Design participation qualifications, proposal review, approval authorization and execution authority, combined with project needs, clear avoidance, upgrade and exception handling, so that responsibilities fall to specific roles.
Proposal Qualification/Review and Approval/Permission Matrix/Upgrade Mechanism Support arrangements
Who can propose, who can review, who can decide and implement?
ORGANIZATION & SOP
System, process and organizational execution
Transform governance principles into handover SOPs, clarify input, execution steps, responsible persons, recording and feedback methods, and arrange system review and rule update mechanisms.
System documents / work flow / trace review / rule maintenance Support arrangements
How to implement it on a daily basis, and how to adjust when encountering changes?
The governance design clearly defines roles, rules and processes; revenue costs, incentive calculations and budget parameters can be connected to S02, and the scope of work for system development and ongoing operations will be determined separately.
04 / SEE HOW THE RULES WORK
A rule,
How to get into daily work?
Switch between three governance items to view the responsibilities from submission to feedback. It shows how the service implements the principles into the process. The actual roles and permissions need to be designed according to the enterprise situation.
EVIDENCE → REVIEW → CONFIRMATION
How does a contribution become a jointly recognized record?
Take the partner completing a business collaboration as an example. First submit facts and vouchers, and then verify, confirm and provide feedback.
Evidence to retain
Contribution records/verification opinions/confirmation results and review records
- 01
Submit facts and evidence
Participants shall explain the results, time and corresponding basis according to the agreed caliber.
- 02
Verification and deduplication
The operations team checks the materials, caliber and whether the application has been repeated.
- 03
Press Authorization to confirm
Authorize the approver to confirm based on the verification results, and avoid or upgrade if necessary.
- 04
Records and feedback
The operation team retains the results; participants can request review as agreed.
| Key actions | Participants | Operations team | Authorized approver |
|---|---|---|---|
| Declare contribution | Submit | Receive | — |
| Verification and deduplication | Supplementary basis | Verification | Review as needed |
| Confirm contribution | Know the result | Submit verification opinions | Confirm or upgrade |
| Records and feedback | Apply for review | Leave traces and feedback | Handle escalated matters |
Key points of rule design
Contribution confirmation and reward redemption are handled separately. Once a record is confirmed, the budget, qualifications and redemption conditions agreed upon by the model still need to be met.
ELIGIBILITY → AUTHORIZATION → EXECUTION
An incentive, who reviews, approves, and implements it?
Take an incentive application that already has a contribution record as an example, and connect the qualification verification, authorization approval and execution records.
Evidence to retain
Qualification review/Approval basis/Execution and reconciliation records
- 01
Check application conditions
Participants cite their contribution records and corresponding qualifications to apply.
- 02
Review rules and budget
The operations team checks the version, amount or equity conditions and executable budget.
- 03
Complete authorization approval
Authorize the approver to decide within the scope of authority, and escalate when it exceeds the scope.
- 04
Execute and keep records
The executor shall handle the matter according to the approved content and feedback the results to relevant parties.
| Key actions | Participants | Operations team | Authorized approver |
|---|---|---|---|
| Submit an application | Submit | Receive | — |
| Check eligibility and budget | Supplementary basis | Verification | Review as needed |
| Approve or upgrade | Know the result | Submit review comments | Approval or upgrade |
| Execution and reconciliation | Check results | Execute as authorized | Review exception |
Key points of rule design
This example only shows the connection of responsibilities and does not set a fixed allocation ratio or fulfill promises. Formal rules can further differentiate between review, approval, and enforcement roles.
PROPOSAL → IMPACT REVIEW → VERSION CONTROL
When the rules need to be adjusted, how to form a new basis for execution?
Take the participant's proposed modification of collaboration rules as an example, and arrange impact review, authorization decision-making, version release and feedback.
Evidence to retain
Change proposal/impact review/decision and version record
- 01
Suggest changes
Characters who are qualified to participate explain the problem, modification suggestions and basis.
- 02
Review Impact and Conditions
The operations team sorts out the scope of influence, existing matters and execution conditions.
- 03
Make decisions based on authority
Authorizes the approver to confirm the change or the decision-making process agreed upon by the organization.
- 04
Publish and review execution
Record the version, effective date and transition schedule, and then collect implementation feedback.
| Key actions | Participants | Operations team | Authorized approver |
|---|---|---|---|
| Propose rules | Proposal | Receiving and sorting | — |
| Review Impact | Supplementary instructions | Organization review | Participate on demand |
| Confirm changes | Participate according to the rules | Submit review comments | Decision or upgrade |
| Release and feedback | Feedback on implementation issues | Release version and leave traces | Review major matters |
Key points of rule design
Participation qualifications, voting scope and decision-making authority are determined based on actual authorization. Making suggestions or participating in discussions does not automatically confer equal decision-making authority.
This area is a self-made process representation, not a running management system or customer case. The actual organization, roles, avoidance and delegation arrangements are determined together during the course of the service.
Discuss the systems and processes that suit you05 / TANGIBLE DELIVERABLES
Delivery governance model,
also provides the basis for daily execution.
Take the governance model, role permissions, systems and processes as the core organizational results for management review, team collaboration and subsequent trial use.
01
Governance model and relationship diagram
Relevant roles, collaborative relationships, organizational mechanisms and decision-making structures.
Let all parties jointly understand governance objects and responsibilities02
Role and permission matrix
Responsibility arrangements for submission, review, approval, execution, viewing and upgrade.
Let the person responsible for key matters be found03
Contribution confirmation and incentive connection rules
Contribution standards, recording vouchers, verification, review and connection with the incentive model.
Provide a reviewable basis for the implementation of contributions and incentives04
System and SOP document package
Proposal, approval, handover, execution, feedback and rule maintenance process.
Enable teams to work according to unified processesThe depth of results, file format, review and handover methods will be agreed after the governance issues are clarified.
Download Service and Delivery Summary06 / HOW WE COLLABORATE
Starting from existing collaboration,
Work together to design enforceable rules.
The enterprise provides business facts and authorization background, and the consultant organizes role sorting, rule design and scenario review. Let the design be discussed first, and then clarify the conditions for trial implementation and handover.
- 01
Clarify goals and status quo
Confirm governance issues, scope of participation, current systems and data caliber.
Requirements Definition / Current-state Working Papers - 02
Design roles and rules
Sort out relationships, permissions, contribution verification and institutional processes to form a first draft.
Governance Model/Permissions and Processes - 03
Deducing key scenarios
Collaboratively review and adjust around daily collaboration, disagreements, and exceptions.
Scenario Review/Revision Record - 04
Handover system and execution conditions
Align documents, responsible persons, trial scope and subsequent maintenance arrangements.
System handover/trial suggestions
A CLEAR WORKING SCOPE
Clarify design responsibilities,
Adoption and enforcement responsibilities are also clearly defined.
The service plan and quotation are determined based on the number of roles, complexity of collaboration, scope of rules and processes, completeness of data, interview and review workload.
Discuss service scope and quotation- Advisory Team
- Responsible for role sorting, governance design, system processes and results review within the agreed scope.
- Corporate management and business team
- Confirm facts and internal authorization, participate in scenario review, decide on system adoption and arrange responsible persons and implementation conditions.
- Specialized professional and technical team
- When professional opinions or systems development, configuration or deployment are required, define scope, institutions, responsibilities and fees separately.
CONNECTED ADVISORY SERVICES
Direction, model and governance,
Each solves specific problems.
The three services can be agreed separately or connected around corporate goals. Whether software and continued operations are required will be determined based on implementation conditions.
Determine the next direction
Strategic diagnosis, business planning and path judgment, and clear goals and prerequisites worthy of advancement.
Learn about S01Design business and economic rules
Revenue costs, incentive calculations, measurement parameters and equity rules provide the basis for establishing a model for the mechanism.
Learn about S02Arrange roles and execution process
Role relationships, contribution verification, decision-making authority, systems and SOPs allow rules to enter collaboration.
Discussion S03After the configuration, deployment and use of governance software are included in delivery, a "product + service" digital governance solution can be further formed; S03 This page starts with governance design delivery.
07 / BEFORE WE BEGIN
Before starting,
Make cooperation clear.
Regarding governance objects, system delivery and implementation responsibilities,
You may want to know these first.
Which stakeholders should be included in governance design?
Determine the scope based on specific business and collaboration issues, which may involve employees, management, partners, users, community or capital participants. Rather than putting everyone into the same set of permissions, the relevant roles, relationships, and boundaries of matters should be clearly defined.
How to connect S03 and S02 business and economic model design?
S02 focuses on revenue costs, incentive calculations, parameters and economic rules; S03 focuses on roles, contribution confirmation, review responsibilities, authorization authority and execution review. When the two involve incentives, the model stipulates how to calculate and what conditions are met, and the governance design stipulates who verifies, who approves, how to implement and keep records.
Do I have to issue coins, put them on the chain, or let everyone vote?
Not required. S03 delivers governance models, permissions, systems and processes that can be piloted using existing tools. Whether digital rights, on-chain records or voting systems are needed will be judged separately based on business goals; the scope of discussion or voting participation must match the actual authorization.
Can existing systems and processes continue to be used?
Yes. First sort out the current systems, responsibilities and implementation issues, and then determine which contents should be retained, supplemented or adjusted. The depth of specific results, editable format, review and handover methods are agreed upon in the service scope.
Does it include wallet, governance App and system development?
The default delivery direction for S03 is the Governance Design and Institutional Documentation. When accounts, contribution records, equity centers or governance backends are required, product, configuration, development and implementation responsibilities will be clearly defined separately; after software deployment and use are included in delivery, a corresponding digital governance portfolio plan can be formed.
What materials are needed for the first communication?
Start by describing the business, types of participants, current collaboration issues, and things you want to improve. The system documents, organizational responsibilities and typical process materials required for further design are confirmed after clear cooperation, data use and confidentiality arrangements. There is no need to submit sensitive personal information for the initial consultation.
How to determine the cost, cycle and system adoption?
Determine plans and quotes based on the number of roles, collaboration relationships, complexity of rules and processes, existing data, interview and review workload. The consultant is responsible for the sorting, design and review within the agreed scope; the enterprise is responsible for internal authorization, fact confirmation, system adoption and implementation arrangements. Special professional opinions and system implementation will be agreed separately.
LET’S DEFINE HOW YOU WORK TOGETHER
With problems in collaboration,
Begins discussion of governance design.
Tell us about the types of participants, current responsibilities or rules issues, and what you would like to prioritize improving the collaboration. Work together to clarify design scope, delivery and collaboration arrangements.
Service cooperation email info@weitengfei.com
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S03 / Stakeholder governance design
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Service scope description
S03 Provide governance model, role permissions, system and process design. Specific delivery is subject to service agreement. Participating identity, contribution records and discussion qualifications do not automatically generate equity, income rights or equivalent decision-making rights; rights, authorizations, system implementation and professional opinions are confirmed separately.
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Delivery and supporting of stakeholder governance design
Stakeholder governance design clearly defines participation roles, contribution confirmation, decision-making authority and collaboration process, and delivers governance models, systems and implementation routes. When the software needs to be implemented, the wallet or management module will be combined.
Reading & Selection Guidance First select a specific collaboration issue and describe the participants, confirmation basis, responsible person and existing process.