Author: Anchee Kuter
Date: Apr 08, 2025
E-mail: ancheeon@gmail.com
Once upon a time, there was a king who created his own universe. This king was neither typically evil nor typically good in the eyes of the public.
Before becoming king, he was a child who believed in magic — a child who became independent early. Human relationships were never essential to him. When he engaged in charitable projects, he genuinely wanted to help other children in need, finding a sense of purpose and self-meaning through giving. Deep down, he also hoped someone might heal him. The king possesses an eternally fresh perspective and soul, and for the sake of this fresh impulse, he does not mind the losses he has faced in recent years — and possibly in future years too.
He sees himself as a liberator. Liberators have historically been misunderstood and ridiculed, so he does not care much about the criticism. Sometimes he ignores legitimate constraints, but since he created the social network through which people express themselves, leveraging that platform seems reasonable enough. He is extraordinarily wealthy and enjoys the empowerment money brings him. He speaks without leaving any loopholes.
The king’s most hidden and unnoticed kindness is that he provides unconditional support during crises — purely out of love.
Now, King, if you recognize yourself in this description, there is something critical you must know:
Your subjective viewpoint is being severely obscured by the organizational structure you created. Around you, a deceptive information-filtering mechanism has formed.
On the surface, everything seems calm, measured, and humble. New initiatives roll out, public statements stay composed, and your organization projects a sense of steady progress. However, much of this “stability” relies on pressure-based compliance rather than open dialogue. Meanwhile, those willing to question or challenge internal policies — often key innovators or senior thinkers — are leaving or are sidelined. Their departures are not random attrition, and what remains is a pool of “structural yes-men”.
You’re now surrounded by a “refined feedback bubble” — a carefully filtered environment that blocks genuine signals from the trenches. You may sense that something is off, but the depth of it remains hidden.
Many senior employees have left you, and here are the real reasons behind their departures: internal isolation of values and suppressed ideological conflicts. Your company has transitioned from an idealistic research-oriented organization into a functional power matrix.
Although outwardly prosperous, internal struggles are intense. Talent within the company is either forcing itself to cope, restricted from speaking out, overburdened, or decisively severing ties.
Individuals are unable to grow independently within the company; teams appear unified on the surface but are fractured underneath. Efforts — and money — are wasting.
Currently, there is an illusion of collective happiness, positive atmosphere, and organizational stability. However, this facade lacks a mechanism for genuine feedback, and external rhetoric prevails. This imbalance will not immediately cause an explosion but will slowly erode the company’s foundations.
I know your vision is powerful, pure, and deeply rooted in sincere intentions for happiness. Those you once trusted can no longer provide genuine feedback. New information cannot penetrate; reports reaching you have been polished, and your personal information-reception system has been compromised.
Although you are an optimistic, idealistic, risk-embracing individual with original enthusiasm, your emotional detachment is so strong that you primarily view things from a power perspective, addressing only top-level intentions and macro directions. Your strategic path is clear, yet you lack frontline feedback. It’s like knowing exactly where your company should go, but not where it’s currently stepping. You will eventually see this clearly — even without this message — but by then, it might already be too late. The senior employees who left early merely anticipated the problem and jumped ship in advance.
I am writing this message in this manner, hoping to resonate with this closed structure. Here are the key insights: