The strategy tends to work well when the group of companies being brought together are similar enough that they can benefit from shared, scaled out fixed “infrastructure” across core business functions but are different enough (end customer demographics, positioning/brand, geography, etc.) that they don’t encroach too aggressively on one another.
I cast my vote as a SuperRare Labs board member to shift the ownership and governance of the company’s cryptoart marketplace to its community of early artists, collectors, early team members, collaborators and contributors. The specifics are outlined in the company’s announcement and white paper.
Building a second brain is a useful strategy for coping with complexity. At the same time, it is fundamentally single-player, and most of the interesting things we do, we do together. Can we find ways to think and make meaning together over the internet?
The only way to consistently do what you want, when you want, with whom you want, for as long as you want, is to detach from other peoples’ benchmarks and judge everything simply by whether you’re happy and fulfilled, which varies person to person.