Instinct Over Analysis for New Markets

"Over the years, I have gained both a little and a lot of respect for money. They can be measured in so many different ways, such as in purchasing power and the power to decide over others, or in the ability to invest in one's own and others' projects and dreams. I find it so incredibly easy—perhaps too easy—to identify with and be captivated by the enthusiasm of entrepreneurs. It gives me a fantastic recharge of positive energy that can multiply the strength and desire to strive, almost like the creative intoxication of an artist. It becomes an emotional engagement that sometimes carries me beyond rational calculation and can drive me to tears of joy when a breakthrough in a project at a company is a fact, but also to anxiety when I've made the wrong investment."

"Entrepreneurial activity and new technology are interconnected. As an entrepreneur, you always feel a bit odd, perhaps a little distrusted at times, because you do not contribute to the daily routine that everyone knows provides secure money. But the entrepreneurial spirit thrives in a mix of threats, opportunities, and an intuitive assessment of the situation: Now is the time to invest! As an owner, you must believe that it will work out, be passionately supportive, and send out secure and positive signals to the entrepreneur. At the same time, as an owner, you must remember that it involves risk if many people work solely on the future, as they may distance themselves from the company's culture. Empathy and experience are again required to achieve a sensible balance."

"What distinguishes these leaders, among other things, is an almost supernatural ability to understand and develop the culture that exists in a company. They listen to it and become catalysts. As owners, it is important to capture those who have this catalytic ability. They are unique in being able to unleash the creative in the company and create confidence. It is difficult to move forward if many employees worry about not being on board. These leaders know that self-esteem, being seen, and feeling needed are powerful human drives and cornerstones in the culture that require respect and understanding from everyone all the way up to the owners. I always see strong culture in companies that are doing well. In Securitas, it existed even before the successes came, but it was somewhat sidelined in the security guards. Melker Schörling's crucial contribution was that as CEO he unleashed this culture, aligned the organization with the culture, and made people grow. It became a company where people talked about values and principles. When the company's management fixed and highlighted them, conditions for rapid growth were created. In this belief in people, Latour's employees grow, and so do I."