Thanks for a real answer.
I don't mind some jokes, though, it made me think of Animal Farm, which does not fit here.
You seem to be doing a great job as an employer, already caring is better than most, which is a low bar.
I meant your political power, more than power in the employer - employee relationship. You have more political power than your employees, by a lot. You may not use it, much, until today. But the imbalance is big, as proven by recent events.
Do you have plans for what will happen with the company when you two are no longer around? The book is more about such things, rather than what you might be able to with any profit. What happens to the organisation when you personally is not around to steer it?
> You seem to be doing a great job as an employer
Thank you.
> You have more political power than your employees, by a lot.
For sure.
> Do you have plans for what will happen with the company when you two are no longer around? The book is more about such things, rather than what you might be able to with any profit.
Loss is a natural part of life. Nothing exists or remains relevant forever. Market needs, people, and the world at large change. Hopefully for the better. The best we can do is act based on how we understand the world, which is why empathy and curiosity are so immensely valuable. They nudge us to understand the world and other people better, which facilitates more collaboration. I believe the vast majority of people have good intentions, but we often don't understand their behavior because we are blinded by our biases. When someone you respect does something you don't understand, or disapprove of, the rational reaction is curiosity. The alternative is to live an intellectually poorer life, which in turn impedes your ability to practice strategy, which in turn makes you less able to make progress on your goals.
We've considered so called "limited company with special restriction on profit distribution" [1]. It is a one-way "poison pill" for Swedish corporations that wish to permanently limit their ability to pay dividends to shareholders. Ultimately we found it too restrictive. It would risk impeding our ability to fund various open-source software and hardware efforts, among other things. I don't think we would have done it anyway. The risk is too high that you misjudge some aspect of it.
We've also talked about the option of creating foundations and donating our shares to them. Both of us see major risks with that too. In any case I hope it won't be relevant for a long time.
> What happens to the organisation when you personally is not around to steer it?
Daniel is a bit older than me, but unfortunately I have a progressive illness for which I take low-grade chemo and biologics. Modern medicine is amazing, especially the newer biopharmaceuticals that have come out in recent years. I will likely have to scale down my involvement first though.
Daniel would lead our companies to the best of his ability, together with our amazing management teams. I trust him more or less completely with the corporation. I know he will represent my values where it matters the most. He's very good at that. Last time we talked about this the feeling was mutual.
[1]: https://bolagsverket.se/foretag/aktiebolag/startaaktiebolag/...