I think you're missing a lot of information from your article and your thinking. The creative limits of a new organizational strategy for information are nonex

I think you're missing a lot of information from your article and your thinking. The creative limits of a new organizational strategy for information are nonexistent. That is, when the vacuum-tube was invented, no one foresaw the integrated circuit. When the personal computer was made possible, no one really foresaw the internet. When the internet was spawned, nobody really foresaw large companies dominating the mental associativity with the 7th and 8th letters of the alphabet. So it goes, things are not easily forecast-able. I agree with your first point. Your second point is where you lose me. Consider that lots of "value" is actually encased in digital content. Anything that we use to negotiate, sell, buy, barter, trade, or exchange valued digital assets, itself begins to have value by virtue of facilitating the exchange. In this way of thinking, while a credit card company does not produce anything new, it still provides new value to the equation or scenario by enabling exchanges that were previously not possible. Now, you can ask, quite intelligently, "what are the maximized branches like for exchanges that are now possible via decentralized ledger that previously were not?" And there you might find a cap represented as a ratio of real creativity. I define creative outputs as the fruits of mother nature and the fruits of the human mind. I define value in an ambiguous way, or ambivalent way, because the getting-of-the-food and the consuming-of-the-food are distinctly different modes of value, but culminate in the same process of satisfying a lack, want, or need. I could ramble on, if you have a question about anything I've mentioned please do not hesitate.