拥有 Web3 发行版的奖励是巨大的。这就是为什么它不会进入大型科技公司

十年后，去中心化组织将成为新的领导阶层，世界各地的 FAANG 将成为专业服务提供商。

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?

十多年来，区块链行业一直在努力解决一个自我定义的问题：我们如何实现主流采用？事实证明，寻找能够迅速将大众融入加密基础设施的“杀手级应用程序”或公司是一项艰巨的任务。然而，在这个领域解锁产品与市场的契合不仅仅意味着消费者的胜利；还意味着消费者的胜利。它将预示着我们一生中互联网架构和治理的深刻转变。那么，谁将成为 Web3 的强大分销商，控制未来的钱包和应用商店？

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.

拥有 Web3 发行版的回报是巨大的，但越来越多地从 FAANG（Facebook、亚马逊、苹果、Netflix、谷歌）的掌控中溜走。尽管拥有巨大的资源和影响力，但迄今为止，这些巨头在支持角色方面最为成功，通过促进计算访问等方式被动地帮助向去中心化的未来过渡。

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.

激活 Web3 是一项多方面的工作，不太适合利用数据和广告来赚取巨额利润的公司。 “世界上最具创新力的公司”在传统商业模式、合作伙伴和产品的泥潭中根深蒂固，并因自身的文化冲击和股东的短期主义而进一步放缓。

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.

很明显，大型科技公司并没有认真对待加密货币。他们从未公开过如何将他们的开源计划重定向到加密货币，也没有通过购买代币来获得有意义的基础层，尽管它可能会带来影响路线图的治理权。人们可能会问，我们对这些非正式管理全球网络的传统平台公司有何期望，以及它们为用户提供的真正价值（与他们自己相比）。

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.

尽管区块链的分布几乎无处不在，并且雇佣新兴人才的机会似乎无限，但目前的情况一直是，它并不是一个足够大的可寻址市场机会。由于监管强烈反对，Libra 被淘汰后，Facebook 的元宇宙部门在过去三年中净亏损 400 亿美元，而且在加密领域仍然没有筹码。他们没有倾向于成为 Web3 用户的分销商，而是尝试创新产品套件，以便继续通过广告销售创造超过 95% 的收入，部分原因是监管机构普遍认为消费者不能成为 Web3 用户的分销商。受信任对其财务或自己的数据负责。

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.

我们已经习惯了对电子邮件进行筛选，以帮助“调整人工智能模型”，并且在潜意识中，大多数消费者已经同意放弃隐私以换取现代便利。这进一步巩固了 FAANG 的影响力和权力，但并没有让我们更接近实施真正的现代技术，例如区块链，从而实质性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.

随着人工智能军备竞赛强化以数据为中心的差异化，向这些机构提供越来越多的我们自己和我们企业的知识产权将成为一项要求。这可能是让权力结构倾斜到完全贪婪模式、彻底崩溃的时刻。

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.

按照设计，网络的下一个时代将不会由少数巨头控制，他们拒绝接受强大但温和的角色来为最终用户提供服务而不会过度扩张。新的互联网需要愿意制定长期路线的新领导层：基于​​用户控制和社区治理原则的新一代去中心化项目和初创公司，他们将帮助行业适应 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.

今天的构建者不懈地追求重新获得权力，以挑战剥削性的 Web 2.0 实践、操作系统和应用程序商店的限制，因此 10 年后，去中心化组织将成为新的更仁慈的领导阶层，而 FAANG 将成为服务提供商。

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.

区块链面临的生存威胁是，如果没有一个组织良好、战略性的全球营销策略，我们将构建它，但没有人会来。然而，如果我们招募一个具有足够规模的分销合作伙伴，使构建 Web3 应用程序变得有利可图，开发人员将开始测试有趣的东西，这些东西可能会解锁足够大的奖励，以证明为尚不存在的应用程序商店构建的风险是合理的。开发一款“杀手级应用”比成为发行商更重要，发行商为开发者提供了获得大量潜在用户的机会。

One well-poised incumbent is Telegram.

Telegram 是一位准备充分的现任者。

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.

构建基础层区块链和相关社区是一项艰巨的任务，到目前为止，很少有人成功地利用加密货币之外的真正消费者活动。每个国王拥护者似乎都与新的区块链保持一致：Coinbase 创建了 BASE，FTX 授予 Solana，Facebook 尝试了 Libra，亚马逊设想了自己的 NFT 链，等等。新时代基础层的可扩展性令人印象深刻，但仅靠技术不足以赢得胜利。分布和活动是扩展解决方案；基础设施变得越来越容易建设，并可能走向商品化。

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

当开发者开始嗅到较低的客户获取成本和全球采用的巨大奖励时，旋转门就会卡住：Telegram 迷你应用程序的机会。电报