擁有 Web3 發行版的獎勵是巨大的。這就是為什麼它不會進入大型科技公司

十年後，去中心化組織將成為新的領導階層，世界各地的 FAANG 將成為專業服務提供者。

The blockchain industry has been grappling with a self-defining question for over a decade: how do we achieve mainstream adoption? The search for the "killer app" or company that swiftly integrates the masses into cryptographic infrastructure has proven to be a formidable undertaking. However, unlocking product-market fit in this realm signifies more than a victory for the consumer; it will herald a profound shift in the architecture and governance of the internet for our lifetime. So, who will emerge as the powerhouse distributor of Web3, controlling the wallets and app store of the future?

十多年來，區塊鏈產業一直在努力解決一個自我定義的問題：我們如何實現主流採用？事實證明，尋找能夠迅速將大眾融入加密基礎設施的「殺手級應用程式」或公司是一項艱鉅的任務。然而，在這個領域解鎖產品與市場的契合不僅意味著消費者的勝利；也意味著消費者的勝利。它將預示著我們一生中互聯網架構和治理的深刻轉變。那麼，誰將成為 Web3 的強大經銷商，控制未來的錢包和應用程式商店？

The prize for owning Web3 distribution is vast but increasingly slipping away from the grasp of the FAANGs (Facebook, Amazon, Apple, Netflix, Google). Despite their immense resources and sway, these giants have, to date, been most successful in a supporting role, passively aiding the transition to a decentralized future by, say, facilitating access to compute.

擁有 Web3 發行版的回報是巨大的，但越來越多地從 FAANG（Facebook、亞馬遜、蘋果、Netflix、Google）的掌控中溜走。儘管擁有巨大的資源和影響力，但迄今為止，這些巨頭在支持角色方面最為成功，透過促進計算訪問等方式被動地幫助向去中心化的未來過渡。

Activating Web3 is a multi-faceted endeavor, one not well-suited for companies that capitalize on data and advertising to post big profits. The “world’s most innovative companies” are too deeply entrenched in the mire of legacy business models, partners, and products, further slowed by their own culture shock and shareholder short termism.

啟動 Web3 是一項多方面的工作，不太適合利用數據和廣告來賺取巨額利潤的公司。 「世界上最具創新力的公司」在傳統商業模式、合作夥伴和產品的泥潭中根深蒂固，並因自身的文化衝擊和股東的短期主義而進一步放緩。

It's clear that Big Tech doesn’t take crypto seriously. They’ve never been open about how their open-source initiatives might be redirected to crypto, nor have they acquired a meaningful piece of a base layer by buying a token, despite the governance rights that could come with it to influence the roadmap. One might ask what we’ve come to expect from these legacy platform companies who unofficially govern the global web, and the true value they provide to users versus themselves.

很明顯，大型科技公司並沒有認真看待加密貨幣。他們從未公開過如何將他們的開源計劃重定向到加密貨幣，也沒有透過購買代幣來獲得有意義的基礎層，儘管它可能會帶來影響路線圖的治理權。人們可能會問，我們對這些非正式管理全球網路的傳統平台公司有何期望，以及它們為用戶提供的真正價值（與他們自己相比）。

Despite having nearly ubiquitous distribution and seemingly unlimited opportunity to hire emerging talent in blockchain, the story has always been that it is not a big enough addressable market opportunity today. After sunsetting Libra due to regulatory backlash, Facebook’s metaverse unit has a net loss of $40 billion over the past three years and still doesn't have chips on the table in crypto. Instead of leaning into being a distributor for Web3 users, they’re trying to innovate the product suite in order to continue generating more than 95% of revenue through ad sales, in part because of a pervasive belief from regulators that consumers can’t be trusted with the responsibility of their finances or their own data.

儘管區塊鏈的分佈幾乎無處不在，並且僱用新興人才的機會似乎無限，但目前的情況一直是，它並不是一個足夠大的可尋址市場機會。由於監管強烈反對，Libra 被淘汰後，Facebook 的元宇宙部門在過去三年中淨虧損 400 億美元，而且在加密領域仍然沒有籌碼。他們沒有傾向於成為 Web3 用戶的經銷商，而是嘗試創新產品套件，以便繼續透過廣告銷售創造超過 95% 的收入，部分原因是監管機構普遍認為消費者不能成為 Web3 用戶的經銷商。其財務或自己的數據負責。

We are becoming accustomed to having our email screened to help “tune the AI model,” and, subconsciously, most consumers have agreed to give up privacy in exchange for modern conveniences. This further entrenches the reach and power of the FAANGs but doesn’t bring us any closer to implementing truly modern technology like blockchain that would materially improve the average person’s life.

我們已經習慣了對電子郵件進行篩選，以幫助“調整人工智慧模型”，並且在潛意識中，大多數消費者已經同意放棄隱私以換取現代便利。這進一步鞏固了 FAANG 的影響力和權力，但並沒有讓我們更接近實施真正的現代技術，例如區塊鏈，從而實質地改善普通人的生活。

Giving away more and more of ourselves and our businesses’ IP to these institutions will become a requirement as the arms race for AI reinforces data-focused differentiation. This might be the moment that tilts the power structure into full greed mode, breaking entirely.

隨著人工智慧軍備競賽強化以數據為中心的差異化，為這些機構提供越來越多的我們自己和我們企業的智慧財產權將成為一項要求。這可能是讓權力結構傾斜到完全貪婪模式、徹底崩潰的時刻。

By design, the next era of the web will not be controlled by a handful of monoliths who refuse to accept a powerful but light-touch role to service end-users without overreaching. The new internet requires fresh leadership that is willing to plot a very long term course: a new generation of decentralized projects and startups built on principles of user control and community governance, who will help the industry adapt to the ethos of Web3.

按照設計，網路的下一個時代將不會由少數巨頭控制，他們拒絕接受強大但溫和的角色來為最終用戶提供服務而不會過度擴張。新的互聯網需要願意制定長期路線的新領導層：基於用戶控制和社區治理原則的新一代去中心化專案和新創公司，他們將幫助行業適應 Web3 的精神。

Today’s builders are relentless in their pursuit of regaining power to defy exploitative Web 2.0 practices, operating systems and app store constraints, so that 10 years from now, decentralized organizations are the new more benevolent leading class and the FAANGs become service providers.

今天的建構者不懈地追求重新獲得權力，以挑戰剝削性的Web 2.0 實踐、操作系統和應用程序商店的限制，因此10 年後，去中心化組織將成為新的更仁慈的領導階層，而FAANG將成為服務提供者。

The existential threat to blockchain is that without a well organized and a strategic global marketing strategy, we will build it and no one will come. However, if we enlist a distribution partner who brings enough scale to make it lucrative to build Web3 apps, developers will start testing fun things that may unlock a big enough prize to justify the risks of building for an app store that doesn’t yet exist. Developing one “killer app” matters less than being the distributor who unlocks the opportunity for developers to acquire lots of potential users.

區塊鏈面臨的生存威脅是，如果沒有一個組織良好、策略性的全球行銷策略，我們將建構它，但沒有人會來。然而，如果我們招募一個具有足夠規模的分銷合作夥伴，使構建Web3 應用程式變得有利可圖，開發人員將開始測試有趣的東西，這些東西可能會解鎖足夠大的獎勵，以證明為尚不存在的應用程式商店建置的風險是合理的。開發「殺手級應用程式」比成為發行商更重要，發行商為開發者提供了獲得大量潛在用戶的機會。

One well-poised incumbent is Telegram.

Telegram 是準備充分的現任者。

Building a base layer blockchain and associated community is a formidable task and so far very few have been successful in tapping into true consumer activity outside of cryptonatives. Every kingmaker seems to align with a new blockchain: Coinbase created BASE, FTX knighted Solana, Facebook attempted Libra, Amazon envisioned its own chain for NFTs, and so on. The scalability of new-age base layers is impressive, but it won’t be enough to win on technology alone. Distribution and activity are the scaling solution; infrastructure is becoming easier to build and could trend toward commoditizing.

建立基礎層區塊鏈和相關社群是一項艱鉅的任務，到目前為止，很少有人成功地利用加密貨幣以外的真正消費者活動。每個國王支持者似乎都與新的區塊鏈保持一致：Coinbase 創建了 BASE，FTX 授予 Solana，Facebook 嘗試了 Libra，亞馬遜設想了自己的 NFT 鏈，等等。新時代基礎層的可擴展性令人印象深刻，但僅靠技術不足以贏得勝利。分佈和活動是擴展解決方案；基礎設施變得越來越容易建設，並可能走向商品化。

The revolving door will jam when developers start sniffing out low customer acquisition cost and a huge prize in global adoption: the Telegram mini-app opportunity. Telegram

當開發者開始嗅到較低的客戶獲取成本和全球採用的巨大獎勵時，旋轉門就會卡住：Telegram 迷你應用程式的機會。電報