1. Value Multiplying Exchange Integration P1*P2*P3*P4*P5*D1*D2*D3*D4*D5 Compounding 10-win OR 10-Lose P1 D4 D3 D2 D1 P2 P4 P5D5 P3 PRODUCTIVITY Of person Of Group Eg team Of One Organisation Of Global Bus Partners Of resources societies interface DEMAND Of human worker Of customer Of owner Of global market’s sustainability Of local societies

2. Value Multiplying Exchange Integration P1*P2*P3*P4*P5*D1*D2*D3*D4*D5 Compounding 10-win OR 10-Lose P1 D4 D3 D2 D1 P2 P4 P5D5 P3 PRODUCTIVITY Of person Of Group Eg team Of One Organisation Of Global Bus Partners Of resources societies interface DEMAND Of human worker Of customer Of owner Of global market’s sustainability Of local societies

3. Value Multiplying Exchange Integration P1*P2*P3*P4*P5*D1*D2*D3*D4*D5 Compounding 10-win OR 10-Lose P1 D4 D3 D2 D1 P2 P4 P5D5 P3 PRODUCTIVITY Of person Of Group Eg team Of One Organisation Of Global Bus Partners Of resources societies interface DEMAND Of human worker Of customer Of owner Of global market’s sustainability Of local societies Valuing Free Markets: Purposeful Exchanges of Productive and Demanding Relationships For alumni of Adam Smith, including 1843 founder of The Economist, the purpose of economics is to continuously invest in increasing the productivity of next generation out of every place, and market. INTER-GENERATIONAL ECONOMICS For our analysis to be exponentially sustainable it is necessary to transparently map free markets as : value exchanges through which people’s lifetime productivity interconnect multi win systems. This analysis frame needs-be the exact opposite to system designs that bubble up and collapse in multi-lose. A valuetrue compass is designed to provide a molecular view for mapping whole markets as well as market players. Around this microscopic structure, we can integrate macroeconomic models which value multiply goodwill and diagnose the greatest purpose that each global market can serve in integrating local societies. Peoples can also map how networks of interconnecting systems can be designed to multiply an era of many times greater human productivity than the separated systems of pre-networking eras As The Economist’s Unacknowledged Giant considered in a 1984 book on the threats and opportunities of going global, the sustainability investment puzzle determining the outcome the first net generation (1984-2024) is: Games once involving 10-win or 10-lose structures will gravitate into 100-win or 100-lose pursuits. Since 2008 it is clear to societies the world over that Wall Street has spent the 2000s taking us perilously close to the 2010s endgame of complete collapse of global financial system. This risk was forewarned by a future history survey “The Next 40 Years” in The Economist back in 1972. It suggested that freedom would need mediation of increasingly borderless and cross-cultural debates so that a global village networking economy could evolve instead of a world increasingly fractured by politicians printing national currencies. Both sustainability, and increasing the productivity of our children’s children, require the human race to urgently become smarter in advance conflict resolution analysis. The determination of free markets needs to ensure that systems are not accidentally or fraudulently built to be too big to exist. Dialogues started during Years 105-145 of The Economist’s Analysis Valuing Next Generation 1962 Japan Because children born into Tokyo’s rubble just after 1945 had smarter education than those born into Atlee’s Britain, 17 year olds entering Japan’s factories are 3 times more productive than young Britons at one third of young Britons’ average wages. In a few years time, Japan is therefore likely to beat Britain in a much wider field of industry than most people in Britain begin to imagine. This arithmetic cheers the Japanese and makes some Britons very cross 1972 Redesign economics before financial system goes global 1975 Map how 1976-2075 Asian Pacific worldwide century varies from past American and English 1976 Entrepreneurial Revolution : redesign 20 th C Organisations and value partnering 1982 We’re all Intrapreneurial Now- service economies and leadership of dozen of knowledge networking projects needs a whole different leadership style than top-down separation can manage 1984 Mobilise the net generation around greatest economic goal of ending poverty 1988 Transparency of differentiation between goodwill and badwill privatization will determine how Keynes general system proofs of economics ruling the world turns out for humanity and nature 1991 Future of Privatization and end of politicians. The word privatization is 30 years young today, its next 30 years could help free entrepreneurial economics For first 100 years see centenary biography of The Economist published 1943

4. Value Multiplying Exchange Integration P1*P2*P3*P4*P5*D1*D2*D3*D4*D5 Compounding 10-win OR 10-Lose P1 D4 D3 D2 D1 P2 P4 P5D5 P3 PRODUCTIVITY Of person Of Group Eg team Of One Organisation Global Bus Partners Societies’ Resources DEMAND Of human worker Of customer Of owner global market’s sustainability Of local societies Valuing Free Markets: Purposeful Exchanges of Productive and Demanding Relationships For alumni of Adam Smith, including 1843 founder of The Economist, the purpose of economics is to continuously invest in increasing the productivity of next generation out of every place, and market. INTER-GENERATIONAL ECONOMICS For our analysis to be exponentially sustainable it is necessary to transparently map free markets as : value exchanges through which people’s lifetime productivity interconnect multi win systems. This analysis frame needs-be the exact opposite to system designs that bubble up and collapse in multi-lose. A valuetrue compass is designed to provide a molecular view for mapping whole markets as well as market players. Around this microscopic structure, we can integrate macroeconomic models which value multiply goodwill and diagnose the greatest purpose that each global market can serve in integrating local societies. Peoples can also map how networks of interconnecting systems can be designed to multiply an era of many times greater human productivity than the separated systems of pre-networking eras As The Economist’s Unacknowledged Giant considered in a 1984 book on the threats and opportunities of going global, the sustainability investment puzzle determining the outcome the first net generation (1984-2024) is: Games once involving 10-win or 10-lose structures will gravitate into 100-win or 100-lose pursuits. Since 2008 it is clear to societies the world over that Wall Street has spent the 2000s taking us perilously close to the 2010s endgame of complete collapse of global financial system. This risk was forewarned by a future history survey “The Next 40 Years” in The Economist back in 1972. It suggested that freedom would need mediation of increasingly borderless and cross-cultural debates so that a global village networking economy could evolve instead of a world increasingly fractured by politicians printing national currencies. Both sustainability, and increasing the productivity of our children’s children, require the human race to urgently become smarter in advance conflict resolution analysis. The determination of free markets needs to ensure that systems are not accidentally or fraudulently run as too big to exist. Dialogues started during Years 105-145 of The Economist’s Analysis Valuing Next Generation 1962 Japan Because children born into Tokyo’s rubble just after 1945 had smarter education than those born into Atlee’s Britain, 17 year olds entering Japan’s factories are 3 times more productive than young Britons at one third of young Britons’ average wages. In a few years time, Japan is therefore likely to beat Britain in a much wider field of industry than most people in Britain begin to imagine. This arithmetic cheers the Japanese and makes some Britons cross 1972 Redesign economics before financial system goes global 1975 Map how 1976-2075 Asian Pacific worldwide century varies from past American and English 1976 Entrepreneurial Revolution : redesign 20 th C Organisations and value partnering 1982 We’re all Intrapreneurial Now- service economies and leadership of dozen of knowledge networking projects needs a whole different leadership style than top-down management 1984 Mobilise the net generation around greatest economic goal of ending poverty 1988 Transparency of differentiation between goodwill and badwill privatization will determine how Keynes general system of economics ruling the world turns out for humanity and nature 1991 Future of Privatization and end of politicians. The word privatization is 30 years young today, its next 30 years could help free entrepreneurial economics For first 100 years see centenary biography of The Economist published 1943

5. Value Multiplying Exchange Integration P1*P2*P3*P4*P5*D1*D2*D3*D4*D5 Compounding 10-win OR 10-Lose P1 D4 D3 D2 D1 P2 P4 P5D5 P3 PRODUCTIVITY Of person Of Group Eg team Of One Organisation Of Global Bus Partners Of resources societies interface DEMAND Of human worker Of customer Of owner Of global market’s sustainability Of local societies BEWARE OF THE WORLDS BIGGEST MATHS ERROR Nature as the ultimate gamekeeper on planet earth ends species that prioritise valuation of 1.Big systems over self-organising 2.Externalising over open partnering systems 3.Short-term over integrating compound multi-win designs 4.Elders over Youth Value Exchange mapping makes compound risk and opportunity viewable ahead of time by simulating value multiplying futures. View a transformation beyond the value addition assumptions that 20th C professions constrained. We live in a world where making 99% correct decision-making is the best any leader can do. In this world, the nostrum that there is 100% correct information is a fatal conceit which people need to be protected from professional rulership compounding. Take the time to search and you can find that great mathematicians of the 20th Century from Einstein to Von Neumann provided many advance rehearsals of “youth versus elders” productivity challenges now featuring in every hemisphere. You will also discover how much they worked with education leaders and conflict resolution mediators. Don’t be afraid of the devil being in the details in mapping context-deep realties. Going more micro has always led to a wiser science than had previously been knowable. Simplicity is renewed wherever valuation analysts remember that multiplication is the operand of connectivity and interactions of living flows whereas addition models separability and counting up lifeless things CASE HOW BIG 5 ACCOUNTANT ANDERSEN ZEROISED ALL GOODWILL In 1989 research of all 5 Big Accountants revealed a transparency crisis as they raced to extend their global semi-monopoly to rule over boardroom accounting. They didn’t have any purposeful model of goodwill, and historically their industrial age view of perfect analysis concerned adding things up. They refused to accept the view that goodwill (often over 90% of a post-industrial organisation) depends on the auditing quality of multi-win models. What happened over the next decade is illustrated by the way that Andersen was prepared to do almost anything to maximize its increasing billions of dollar valuation among business stakeholders even if serial abuse of true and fair drove its valuation by society down to zero. Anderson’s audits reasoned that it was spiraling a future of billion +0 = billions. Valuetrue analysis reasoned its coming destiny was billions *0=0 Unfortunately, for the future of all our children, the moral of the story of Andersen zeroising itself was not learnt by any of the global professions nor MBA professors. Full testimonies on this can be revisited in the year 2000 book Unseen Wealth compiled by Brookings This foretold the 2000s as the decade of compounding ever more global risks unseen until or unless peoples are governed by professions that can model connectivity better than separability In confronting the world’s biggest maths error, the good and bad news is that sustainability challenges all over the world can be resolved if and only if we change the maths governing all of the human race’s biggest organisational systems. This is a problem entrepreneurial revolution networks have been studying since it was first considered in The Economist in Xmas issue of 1976. ENDING POVERTY IS THE MOST EXCITING GOAL OF ENTREPENEURIAL REVOLUTION If we define ending poverty as ending the probability (currently about 40%) of a child being born into situation of next to no chance of living a productive let alone a healthy life, then it is naturally the mission of economists to end poverty. CONSIDER ONE MORE HYPOTHESIS Thirty years of searching what societies want fro markets indicates this hypothesis to be fit for hi-trust economics and hi-trust democracy. IF the poorest define a purpose of a life critical market differently from the richest, then there will be much more value to multiply by assuming the poorest’s purpose leads the whole human race to a better space than the richest’ view. That is unless the richest proof of purpose makes most sense when a vote is taken of a worldwide class of 11 year old girls. While girls own less than 1 per cent of assets and decision-making power, humanity would be well advised to consider this hypothesis as empowering

6. Value Multiplying Exchange Integration P1*P2*P3*P4*P5*D1*D2*D3*D4*D5 Compounding 10-win OR 10-Lose P1 D4 D3 D2 D1 P2 P4 P5D5 P3 PRODUCTIVITY Of person Of Group Eg team Of One Organisation Of Global Bus Partners Of resources societies interface DEMAND Of human worker Of customer Of owner Of global market’s sustainability Of local societies

7. Value Multiplying Exchange Integration P1*P2*P3*P4*P5*D1*D2*D3*D4*D5 Compounding 10-win OR 10-Lose P1 D4 D3 D2 D1 P2 P4 P5D5 P3 PRODUCTIVITY Of person Of Group Eg team Of One Organisation Of Global Bus Partners Of resources societies interface DEMAND Of human worker Of customer Of owner Of global market’s sustainability Of local societies BEWARE OF THE WORLDS BIGGEST MATHS ERROR Nature as the ultimate gamekeeper on planet earth ends species that prioritise valuation of 1.Big systems over self-organising 2.Externalising over open partnering systems 3.Short-term over integrating compound multi-win designs 4.Elders over Youth Value Exchange mapping makes compound risk and opportunity viewable ahead of time by simulating value multiplying futures. View a transformation beyond the value addition assumptions that 20th C professions constrained. We live in a world where making 99% correct decision-making is the best any leader can do. In this world, the nostrum that there is 100% correct information is a fatal conceit which people need to be protected from professional rulership compounding. Take the time to search and you can find that great mathematicians of the 20th Century from Einstein to Von Neumann provided many advance rehearsals of “youth versus elders” productivity challenges now featuring in every hemisphere. You will also discover how much they worked with education leaders and conflict resolution mediators. Don’t be afraid of the devil being in the details in mapping context-deep realties. Going more micro has always led to a wiser science than had previously been knowable. Simplicity is renewed wherever valuation analysts remember that multiplication is the operand of connectivity and interactions of living flows whereas addition models separability and counting up lifeless things CASE HOW BIG 5 ACCOUNTANT ANDERSEN ZEROISED ALL GOODWILL In 1989 research of all 5 Big Accountants revealed a transparency crisis as they raced to extend their global semi-monopoly to rule over boardroom accounting. They didn’t have any purposeful model of goodwill, and historically their industrial age view of perfect analysis concerned adding things up. They refused to accept the view that goodwill (often over 90% of a post-industrial organisation) depends on the auditing quality of multi-win models. What happened over the next decade is illustrated by the way that Andersen was prepared to do almost anything to maximize its increasing billions of dollar valuation among business stakeholders even if serial abuse of true and fair drove its valuation by society down to zero. Anderson’s audits reasoned that it was spiraling a future of billion +0 = billions. Valuetrue analysis reasoned its coming destiny was billions *0=0 Unfortunately, for the future of all our children, the moral of the story of Andersen zeroising itself was not learnt by any of the global professions nor MBA professors. Full testimonies on this can be revisited in the year 2000 book Unseen Wealth compiled by Brookings This foretold the 2000s as the decade of compounding ever more global risks unseen until or unless peoples are governed by professions that can model connectivity better than separability In confronting the world’s biggest maths error, the good and bad news is that sustainability challenges all over the world can be resolved if and only if we change the maths governing all of the human race’s biggest organisational systems. This is a problem entrepreneurial revolution networks have been studying since it was first considered in The Economist in Xmas issue of 1976. ENDING POVERTY IS THE MOST EXCITING GOAL OF ENTREPENEURIAL REVOLUTION If we define ending poverty as ending the probability (currently about 40%) of a child being born into situation of next to no chance of living a productive let alone a healthy life, then it is naturally the mission of economists to end poverty. CONSIDER ONE MORE HYPOTHESIS Thirty years of searching what societies want fro markets indicates this hypothesis to be fit for hi-trust economics and hi-trust democracy. IF the poorest define a purpose of a life critical market differently from the richest, then there will be much more value to multiply by assuming the poorest’s purpose leads the whole human race to a better space than the richest’ view. That is unless the richest proof of purpose makes most sense when a vote is taken of a worldwide class of 11 year old girls. While girls own less than 1 per cent of assets and decision-making power, humanity would be well advised to consider this hypothesis as empowering

8. Value Multiplying Exchange Integration P1*P2*P3*P4*P5*D1*D2*D3*D4*D5 Compounding 10-win OR 10-Lose P1 D4 D3 D2 D1 P2 P4 P5D5 P3 PRODUCTIVITY Of person Of Group Eg team Of One Organisation Of Global Bus Partners Of resources societies interface DEMAND Of human worker Of customer Of owner Of global market’s sustainability Of local societies Valuing Free Markets: Purposeful Exchanges of Productive and Demanding Relationships For alumni of Adam Smith, including 1843 founder of The Economist, the purpose of economics is to continuously invest in increasing the productivity of next generation out of every place, and market. INTER-GENERATIONAL ECONOMICS For our analysis to be exponentially sustainable it is necessary to transparently map free markets as : value exchanges through which people’s lifetime productivity interconnect multi win systems. This analysis frame needs-be the exact opposite to system designs that bubble up and collapse in multi-lose. A valuetrue compass is designed to provide a molecular view for mapping whole markets as well as market players. Around this microscopic structure, we can integrate macroeconomic models which value multiply goodwill and diagnose the greatest purpose that each global market can serve in integrating local societies. Peoples can also map how networks of interconnecting systems can be designed to multiply an era of many times greater human productivity than the separated systems of pre-networking eras As The Economist’s Unacknowledged Giant considered in a 1984 book on the threats and opportunities of going global, the sustainability investment puzzle determining the outcome the first net generation (1984-2024) is: Games once involving 10-win or 10-lose structures will gravitate into 100-win or 100-lose pursuits. Since 2008 it is clear to societies the world over that Wall Street has spent the 2000s taking us perilously close to the 2010s endgame of complete collapse of global financial system. This risk was forewarned by a future history survey “The Next 40 Years” in The Economist back in 1972. It suggested that freedom would need mediation of increasingly borderless and cross-cultural debates so that a global village networking economy could evolve instead of a world increasingly fractured by politicians printing national currencies. Both sustainability, and increasing the productivity of our children’s children, require the human race to urgently become smarter in advance conflict resolution analysis. The determination of free markets needs to ensure that systems are not accidentally or fraudulently built to be too big to exist. Dialogues started during Years 105-145 of The Economist’s Analysis Valuing Next Generation 1962 Japan Because children born into Tokyo’s rubble just after 1945 had smarter education than those born into Atlee’s Britain, 17 year olds entering Japan’s factories are 3 times more productive than young Britons at one third of young Britons’ average wages. In a few years time, Japan is therefore likely to beat Britain in a much wider field of industry than most people in Britain begin to imagine. This arithmetic cheers the Japanese and makes some Britons very cross 1972 Redesign economics before financial system goes global 1975 Map how 1976-2075 Asian Pacific worldwide century varies from past American and English 1976 Entrepreneurial Revolution : redesign 20 th C Organisations and value partnering 1982 We’re all Intrapreneurial Now- service economies and leadership of dozen of knowledge networking projects needs a whole different leadership style than top-down separation can manage 1984 Mobilise the net generation around greatest economic goal of ending poverty 1988 Transparency of differentiation between goodwill and badwill privatization will determine how Keynes general system proofs of economics ruling the world turns out for humanity and nature 1991 Future of Privatization and end of politicians. The word privatization is 30 years young today, its next 30 years could help free entrepreneurial economics For first 100 years see centenary biography of The Economist published 1943

9. Value Multiplying Exchange Integration P1*P2*P3*P4*P5*D1*D2*D3*D4*D5 Compounding 10-win OR 10-Lose P1 D4 D3 D2 D1 P2 P4 P5D5 P3 PRODUCTIVITY Of person Of Group Eg team Of One Organisation Of Global Bus Partners Of resources societies interface DEMAND Of human worker Of customer Of owner Of global market’s sustainability Of local societies BEWARE OF THE WORLDS BIGGEST MATHS ERROR Nature as the ultimate gamekeeper on planet earth ends species that prioritise valuation of 1.Big systems over self-organising 2.Externalising over open partnering systems 3.Short-term over integrating compound multi-win designs 4.Elders over Youth Value Exchange mapping makes compound risk and opportunity viewable ahead of time by simulating value multiplying futures. View a transformation beyond the value addition assumptions that 20th C professions constrained. We live in a world where making 99% correct decision-making is the best any leader can do. In this world, the nostrum that there is 100% correct information is a fatal conceit which people need to be protected from professional rulership compounding. Take the time to search and you can find that great mathematicians of the 20th Century from Einstein to Von Neumann provided many advance rehearsals of “youth versus elders” productivity challenges now featuring in every hemisphere. You will also discover how much they worked with education leaders and conflict resolution mediators. Don’t be afraid of the devil being in the details in mapping context-deep realties. Going more micro has always led to a wiser science than had previously been knowable. Simplicity is renewed wherever valuation analysts remember that multiplication is the operand of connectivity and interactions of living flows whereas addition models separability and counting up lifeless things CASE HOW BIG 5 ACCOUNTANT ANDERSEN ZEROISED ALL GOODWILL In 1989 research of all 5 Big Accountants revealed a transparency crisis as they raced to extend their global semi-monopoly to rule over boardroom accounting. They didn’t have any purposeful model of goodwill, and historically their industrial age view of perfect analysis concerned adding things up. They refused to accept the view that goodwill (often over 90% of a post-industrial organisation) depends on the auditing quality of multi-win models. What happened over the next decade is illustrated by the way that Andersen was prepared to do almost anything to maximize its increasing billions of dollar valuation among business stakeholders even if serial abuse of true and fair drove its valuation by society down to zero. Anderson’s audits reasoned that it was spiraling a future of billion +0 = billions. Valuetrue analysis reasoned its coming destiny was billions *0=0 Unfortunately, for the future of all our children, the moral of the story of Andersen zeroising itself was not learnt by any of the global professions nor MBA professors. Full testimonies on this can be revisited in the year 2000 book Unseen Wealth compiled by Brookings This foretold the 2000s as the decade of compounding ever more global risks unseen until or unless peoples are governed by professions that can model connectivity better than separability In confronting the world’s biggest maths error, the good and bad news is that sustainability challenges all over the world can be resolved if and only if we change the maths governing all of the human race’s biggest organisational systems. This is a problem entrepreneurial revolution networks have been studying since it was first considered in The Economist in Xmas issue of 1976. ENDING POVERTY IS THE MOST EXCITING GOAL OF ENTREPENEURIAL REVOLUTION If we define ending poverty as ending the probability (currently about 40%) of a child being born into situation of next to no chance of living a productive let alone a healthy life, then it is naturally the mission of economists to end poverty. CONSIDER ONE MORE HYPOTHESIS Thirty years of searching what societies want fro markets indicates this hypothesis to be fit for hi-trust economics and hi-trust democracy. IF the poorest define a purpose of a life critical market differently from the richest, then there will be much more value to multiply by assuming the poorest’s purpose leads the whole human race to a better space than the richest’ view. That is unless the richest proof of purpose makes most sense when a vote is taken of a worldwide class of 11 year old girls. While girls own less than 1 per cent of assets and decision-making power, humanity would be well advised to consider this hypothesis as empowering