Thank you @noemi for crystallizing the thoughts of your session and its takeaways. I am glad we have you on board for this part of the NELIS story where we answer structural questions of designing the organisation. I'm sure we will benefit from your experience with edgeryders and otherwise.
For me, there are three main threads that I pick up from your post and @alberto comment, and what were touched upon during the sessions at Karuizawa. First, not managing NELIS from the centre and allowing for autonomy; second, replacing that with community management, and third, showcasing incremental wins. If we focus on these three, then we will accelerate our progress.
@shravan rightly points out the threat of inertia, which is something that we have faced regardless of the medium we have used in the past. Perhaps this can be the role of someone at the 'secretariat', at least to begin with, to spur the conversation and instigate the connections. @noemi what are your thoughts on this being a more formal role? Do you think this is a role that you could mentor? Perhaps under the more immediate guidance of @shravan who is coordinating.
But even with this in place, it is extremely important for those at the local level to spur and instigate action in their own ecosystem as this is key to NELIS' success. And this is where showcasing incremental wins, however minor, is important. Because when one of us wins, all of us do, and it helps move everyone collectively forward. I shall make a start with such a post myself, and hope others will too.