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Web3 entities: empowering both big companies and SMEs



Inventing new business models in the current context of climate change, environmental damage, and technological innovations requires a different approach. For the next thirty years, the goal is to create sustainable, relevant, and enduring models by collaborating with collective intelligences.

Companies, organizations, and states recognize the need to evolve, transform, and experiment to find solutions. New modes of action are emerging to address the needs of energy transition, paradigm shifts in consumption, and the functioning of entrepreneurial and political entities. The persistent challenge is: how to finance the future economically, environmentally, politically, and socially?

Financing is a complex and reasoned art, mastered by some but often opaque to others. It involves thinking about everyone's contributions and the return of added value for stakeholders. This entails personal and collective risk-taking and responsibility. Financing operates collectively, whether on a small group scale or that of an entire nation.

1. Big business: Web3 will stimulate innovation and empower employees

The case of large companies, with their hierarchical and centralized structures, is revealing. They struggle to maintain a flow of innovation and profitable projects despite considerable resources. Creating 'disruptive innovation' departments and developing technological projects often yield disappointing results on the market. One approach for these companies is to create an internal entrepeneurial entity within the company.

As an entrepreneurial entity with a special risk-taking team, it has the freedom to understand what can be shared with the regular operations of the parent company. Entrepreneurial spirit must underpin end-to-end innovation. The real need that arises is the governance of a complex project, requiring multiple contributions at a risk level that must be taken and shared among all identified stakeholders.

What large companies seek through 'disruptive innovation' is not just a technological leap, but rather to discover an entrepreneurial model involving a new value proposition, a new revenue model, new resources, new processes, and new mindsets. Big companies are dying without risk-taking, and personal involvement combined with financial participation must continuously feed the internal entrepreneurial entity.

2. SMEs want networks, partnerships, clusters and intellectual property rights

For startups or small to medium-sized enterprises (SMEs), the challenges are distinct. They often operate on a dynamic and creative entrepreneurial model, but frequently face a severe lack of resources, struggling to navigate the critical steps toward profitability: ideation, feasibility study, prototype development, testing, iterations, and go-to-market, all while avoiding premature closure and running out of money. Which is the basic entrepreneurial adventure.

While this process may seem logical and orderly, it is often far from the reality of startups that initiate with whatever resources they have on hand to gradually bring their ideas to fruition. As mentioned earlier, financing remains the lifeblood of these ventures. The day they run out of funds, everything these enterprises painstakingly built over several years collapses abruptly. Entrepreneurs are constantly in search of reliable partners for their business endeavors.

An elegant solution lies in economic networks of enterprises, acting as reservoirs of innovations that can collaborate symbiotically. Within these networks, entirely innovative synergies can be created: attracting independent contributors to a company's capital, integrating business incubators to support their members, and associating with financing structures that provide credits. Anything that promotes the pooling of resources and risk distribution takes precedence.


Paving the way for both large corporations and SMBs, a responsive and cooperative Web3 entity calibrates the collective efforts of stakeholders. This dynamic environment propels entrepreneurial projects into emerging enterprises, progressing gradually through contracts, products, services, associates, employees, and more. The network acts as a conduit for shared efforts and risk mitigation, emphasizing the importance of viewing the entrepreneurial spirit as a living entity.

Large companies can establish as many Web3 entities as they deem necessary. Taking decisive actions, remaining open to strategic partnerships, and adapting to change are key principles for sustaining this interconnected ecosystem. This innovative approach not only transforms these entities into hubs of creativity and ingenuity but also fosters collaboration and adaptability in the rapidly evolving business landscape.