>Many businesses know how much they'll lose if they don't do customer service, and know how much they'll lose if they don't do software engineering. [...]
>Just calculate your opportunity costs, talk about it transparently, and negotiate socially necessary contribution factors for each department and each role.
How does this work in practice? Going back to the SaaS company example, the company arguably wouldn't exist without SWEs, but could theoretically limp along by ignoring all customer support tickets (see: google). Does that mean the opportunity cost is 100% for SWEs and therefore they should get 100% of the revenue?
>Consensus means everyone agrees or nothing happens. My team is four peeps, and we're pretty good at persuading each other into consensus, especially since we're open about our profit sharing and tend to make good cases for our initiatives. If we can't all agree then we don't do it, and just live with it.
That works well with a small team where you're all friends, but how do you prevent bad actors from using their veto powers from sabotaging the group? eg. hungary and poland abusing their veto powers to block proposals that all other EU members support? As the group gets bigger the chance that you have a bad actor is going to increase.
>And the pudding headed capitalists are gone. I took them to the curb with a number of maneuvers that I might want to write up one day, but may not have been strictly legal.
That doesn't answer my question. You're at a capital disadvantage because you can only raise capital from employees and only if they all agree. That might be fine for a capital light companies like a consultancy, but you can't possibly expect the workers at a nuclear plant to stump up the entire construction cost of the plant.