Structural changes during the last few decennia have contributed to an increased dependency on the private sector concerning the management of both everyday crises and more severe systemic disturbances. At present, however, private companies are largely overlooking issues pertaining to major crises or war, and which role they should play if such an eventuality should occur. Their attention is rather directed towards business development for survival and success on a competitive market. Disturbances are often met with short-sighted solutions and as focus tends to stay on sector- or company specific perspectives. Many companies understand the importance of issues regarding crisis management and the Swedish total defence when they are explained to them. However, they are unable to give detailed answers as these issues have not been a priority for a long time. In general, the private sector appears to view the responsibility to ensure fundamental structures such as organization, monitoring and financing as belonging primarily to the state. In other words, state actors are expected to provide favourable conditions for private companies to participate in the management of crises and the total defence. Private companies do not view it as their obligation to provide redundancy or readiness. Their readiness planning has an internal focus, and assumes that societal functions operate without disturbances. The responsibility to prevent and handle large societal disturbances to fundamental functions that provides electricity, fuel, communication and other basic services is - according to the private sector - entirely a burden for state actors. Nonetheless, the private sector has expressed motivation to, through dialogue with state actors, find a suiting role and to an extent adopt responsibility for managing crises, emergencies and wartime situations. Private companies have expressed a series of expectations, challenges and needs, as well as opportunities and potential for strengthening their future roles and increase participation in the total defence. The authors have identified a total of 13 areas that illuminate these perspectives. In turn, these can be divided into the following three categories: 1. Fundamental components 2. Errors in present systems 3. Basic conditions and future potential Moreover, the authors claim that certain parameters such as perspicuity and stringency, communication, incentives, time perspectives and popular support in regards to the total defence must be taken into consideration in the work ahead in order to reach a successful result.