Nervos Network 價格

哇，Lighter 的永續合約交易量已經排名第二（約 30 億美元，與 Hyperliquid 的 170 億美元相比），增長迅速。

前幾天上頭開的 $ach 和 $ckb 合約 現在快爆倉了😭😭😭

坐飛機耽誤事情看到 $pengu 最近的強勢，帶動了整個 #nft 板塊，上飛機前想推薦 $anime 的看了一個星期，下飛機之後爆拉了，草草草，大家可以關注下 #nft 板塊 應該還有機會 $tnsr $APE 等 喝酒喝迷糊了 大家有推薦的可以發在評論區，昨天我推薦國產公鏈板塊，幣友們推薦的 $ach $ckb 都拉了一些

因為參與 @WORLD3_AI 確實比較早，也比較深，所以，有很多可以了的點。 元宇宙時期它們本來可以一戰封神的，與 sandbox 等可以並稱四大元宇宙項目，但是他們沒有發幣，具體原因不得而知； 之後flow鏈嚴重拉垮，他們應該開始探索新的方向，有了遊戲和ai方向的探索，沒錯，ai方向團隊真的參與的非常早，進入土地，選擇角色，和人物或者 NPC 對話的時候就會有ai的嵌入，他們做的真的都很早； 後來又在 ckb 發行了資產，遊戲也做出來了，可玩性還是很高的，我被他們團隊關注到應該也是這個時候，我帶著我們團隊參與進去一起玩遊戲連續發了好幾個視頻，一提這個他們就都知道我是誰； 再到挖礦的時候，我帶著社區的夥伴參與進來，有些夥伴甚至是梭哈的方式參與其中，再到後來ai大火，他們才又把ai相關的內容加入進來，我多次和團隊的人員深度溝通過產品的一些思考和營銷的策略，有的落地了，有的則是遙遙無期； 當然我很關注 TGE 的問題，又不能太直白的問團隊，但是每次都是正在和交易所溝通，我相信這是真的，和他們團隊的好多位夥伴都溝通過，甚至還想著去推進 DAO，也都無法與團隊在確定的事情上達成一致性，最後不了了之； 我想說的是，可能團隊存在的一些問題 1，團隊之間的溝通不是很順暢，他們應該是多部門協作的，雖然並非團隊成員，但是能猜想應該經常會出現團隊內部之間的協作問題； 2，團隊與社區之間缺少傳達者，這個角色不是發發推或者去 space，而是真的在社區中和大家溝通的人，就像 @SuccinctLabs ，它們的社區是 2025 絕對的王者； 3，團隊是以工程師思維在做項目，他們要的是確定性，確定了在對外說，確定了在做下一步，但這種思維一般會把一個好項目給拖死，因為人算不如天算，所以，多個產品本來他們是可以做的很好，甚至領先很多，但最終卻被市場落在了後面； 4，團隊及其缺少一位真正的 CMO，可以起到話事人作用的人，以市場為參考去做項目的推進才是真正的創業者應該有的，無論是《創業維艱》《從0到1》還是《讓大象飛》，很多書裡應該都有介紹過類似的創業節奏，小步試錯才能不錯過大機會； 5，團隊內部缺少一位抗壓的人和能夠把團隊清晰分工的人， @WORLD3_AI 的很多產品都是可以獨當一面的，遊戲，挖礦，ai，元宇宙等等，如果是分部門去做，我相信速度會很快，他們團隊大概是很多產品都是互用的，導致一會做這個一會做那個，團隊會顯得很臃腫，效率極其低下。 其實，我還曾經嘗試過面試 CMO 的角色，但團隊有再做最後的衝刺，團隊內部也做了很多調整，導致我沒有機會進入，不過我相信我看到的問題，大多數一定是他們正在經歷和發生的，最後，還是希望項目 TGE 前解決好內部團隊問題，如果這個解決不好，發了幣以後可能問題會更多。TGE 不是 @WORLD3_AI 的結束，而是真正的開始。 Because they participated in @WORLD3_AI relatively early and deeply, they could have become the best in the metaverse period, and could be called the four major metaverse projects together with Sandbox, but they did not issue coins, and the specific reason is unknown; After that, the flow chain was seriously pulled down, and they should have started to explore new directions, and explored games and AI. Yes, the AI team really participated very early. When entering the land, choosing a role, and talking to characters or NPCs, there will be AI embedded. They did it really early. Later, assets were issued on ckb, and the game was also made. The playability is still very high. I was noticed by their team at this time. I took our team to participate in playing games and posted several videos in a row. When it came to mining, I took community partners to participate. Some partners even participated in it in a solitary way. Later, when AI became popular, they added AI-related content. I have communicated with the team members in depth on some product thinking and marketing strategies many times. Some have been implemented, and some are still far away; Of course, I pay close attention to TGE , but I can't ask the team too directly. But every time I ask them, they are communicating with the exchange. I believe this is true. I have communicated with many partners in their team and even thought about promoting DAO, but I couldn't reach a consensus with the team on certain things, and finally nothing happened. What I want to say is that there may be some problems with the team 1. The communication between the team is not very smooth. They should be multi-departmental collaboration. Although I am not a team member, I can guess that there should be frequent collaboration problems within the team; 2. There is a lack of communicators between the team and the community. This role is not to post tweets or go to space, but to communicate with everyone in the community, just like @SuccinctLabs , who is the absolute king of their community; 3. The team is doing projects with an engineer's mindset. What they want is certainty. When they are sure, they will tell the outside world and do the next step. But this kind of thinking will generally drag a good project to death, because man proposes, God disposes. Therefore, they could have done a good job on multiple products, even leading by a lot, but they were eventually left behind by the market; 4. The team lacks a real CMO, who can play the role of a person who makes decisions, and who uses the market as a reference to promote projects is what a real entrepreneur should have. Whether it is "The Hard Thing About Hard Things", "From 0 to 1" or "Let the Elephant Fly", many books should have introduced similar entrepreneurial rhythms. Only by trial and error in small steps can we avoid missing big opportunities; 5. The team lacks a person who can withstand pressure and a person who can clearly divide the work of the team. Many products of world3 can be independent, such as games, mining, AI, metaverse, etc. If they are divided into departments, I believe the speed will be very fast. Their team probably has many products that are interconnected, which leads to doing this and that for a while, and the team will appear bloated. In fact, I have tried to interview for the role of CMO, but the team has made the final sprint and made many adjustments within the team, so I didn't have the opportunity to enter, but I believe that most of the problems I saw must be what they are experiencing. Finally, I still hope that the internal team problems will be solved before the project TGE. If this is not solved well, there may be more problems after the coin is issued. TGE is not the end of world3, but the real beginning.