PREFACE
& INTRODUCTION: The Dual Anniversaries of Freedom
As
the United States of America recognizes and celebrates its 250th anniversary as
a sovereign nation, we look back to July 4, 1776, with profound gratitude. The
Declaration of Independence and the Constitution remain the sacred charter
documents of our American government, establishing a democratic republic that
has endured as a beacon of liberty for two and a half centuries.
Coincidentally, the world is also celebrating a parallel milestone: the 250th
anniversary of modern free-market capitalism.
In
that very same year of 1776, Professor Adam Smith—a Scottish moral
philosopher—published his monumental work, The Wealth of Nations.
Seventeen years prior, in 1759, while serving as the Chair of Moral Philosophy
at the University of Glasgow, he had published his other foundational text, The
Theory of Moral Sentiments. If we take a small, justified liberty with
historical symmetry, it is entirely fair to assert that just as the Declaration
and Constitution are the charter documents of our American governance, Adam
Smith’s twin volumes are the charter documents of our capitalist economy.
On
this historic double-anniversary, how are we doing?
While
our nation has experienced several ups and downs over the years, the objective
reality is that the United States remains the most powerful government and economy
the world has ever seen—a recognized leader of the free world since the
conclusion of the Second World War. Yet, despite this earned leadership, we
face deep, systemic fractures. Over the last fifty years, our democratic
republic has experienced a visible degeneration in public discourse. The
productive, civil engagement that once characterized our two-party system has
shifted into a mean-spirited, "us-against-them" ideological warfare.
This strain has reached its highest intensity over the recent decade or two,
marked by an increasingly polarized restructuring of federal and state
institutional behavior.
While
these governance challenges weigh heavily on our society, they are symptoms of
a deeper, underlying economic arrangement. They are not fully separable from
the true focus of this manuscript: the state of modern capitalism.
Our
True Focus
This
proposal is offered with appropriate humility and firm resolve. It is born of
decades of operational leadership and kitchen-table deliberation. We make the direct
case that the economic paradigm governing the last half-century has run its
course.
First,
Shareholder Primacy Capitalism—dogmatically pronounced by Professor
Milton Friedman in September 1970 and hyper-financialized by modern Wall
Street—has outlived its usefulness. We assert this with complete objectivity,
freely acknowledging that Friedman’s model acted as a powerful catalyst for
immense wealth and value creation across global markets over these years.
Second,
we propose that Primary Stakeholder Group (PSG) Capitalism is the
ultimately superior model. It is the only economic framework capable of
breathing full life into the promise of universal prosperity. It achieves this
by operationalizing the exact principle Adam Smith and the world's ancient wisdom
traditions encouraged: enlightened self-interest.
True
self-interest is never predatory or extractive; it is singularly enlightened
when it realizes that long-term organizational survival is mathematically
dependent upon other-interest. As was recently noted in a published public
comment on a New York Times article regarding democratic socialism, if
this imperative change is made to our capitalist definition and behavior, the
ideological chasm between conflicting political groups narrows, and can eventually
be eliminated.
When
a firm honors its workforce with dignity, delivers genuine excellence to its
consumers, trades fairly with its suppliers, protects its local environment,
and safeguards the public interest, it does not diminish its investors. It anchors
them. It insulates the firm from systemic shocks, fosters generational
innovation, and builds an unassailable foundation of institutional trust.
This
short book is a modest but firm invitation to corporate executives, business
school deans, and government leaders to embrace this multi-centurial consensus.
By validating this model through decades of operational leadership, intuitive
reflection, and rigorous mathematical proof, we aim to demonstrate that Primary
Stakeholder Group (PSG) Capitalism is not an idealistic fantasy. It is the
literal realization of Smith’s enlightened self-interest—a structural blueprint
designed to maximize value for organizations, economies, societies, and all
people going into the future.
CHAPTER 1: Rescuing the Charter Documents of Capitalism
To
understand how modern capitalism began to underlive its true potential, we must
examine the intellectual theft of the last half-century. Modern free-market
fundamentalists have long weaponized a single, isolated phrase from The Wealth
of Nations—the "invisible hand"—to justify a system of pure,
unchecked financial extraction. In doing so, they have completely decoupled
Adam Smith’s economic mechanics from his foundational moral philosophy.
Adam
Smith never intended for the pursuit of self-interest to operate in an ethical
vacuum. In The Theory of Moral Sentiments (1759), Smith established that
human beings are naturally endowed with a capacity for empathy, mutual respect,
and a desire for justice. He argued that a society’s economic engine can
function sustainably only when individual self-interest is tempered by a strict
regard for the well-being of others.
This
balanced understanding of enlightened self-interest did not originate in 1776.
It represents a golden thread running through 2,500 years of human
civilization. We see it in Aristotle’s Ethics, which declared that
economic activity must serve the ultimate cultivation of human virtue and civic
flourishing. We find it in the teachings of Buddha and Confucius, which
emphasized the inescapable interconnectedness of all human actions. It is woven
into Thomas Aquinas’s doctrine of the common good, and John Locke and
Montesquieu’s political philosophies, which asserted that individual liberty is
structurally inseparable from mutual obligation and social justice.
THE 2,500-YEAR CONSPIRACY OF
TRUTH
┌─────────────────────────────────────────────────────────────────┐
│ Aristotle • Buddha • Confucius • Aquinas •
Locke • Montesquieu │
└────────────────────────────────┬────────────────────────────────┘
│
▼
┌─────────────────────────────┐
│ ADAM SMITH (1759) │
│ Theory of Moral Sentiments │
└──────────────┬──────────────┘
│ (Reunited)
▼
┌─────────────────────────────┐
│ ADAM SMITH (1776) │
│ The Wealth of Nations │
└──────────────┬──────────────┘
│
▼
┌─────────────────────────────┐
│ PSG CAPITALISM MODEL │
│ Enlightened Self-Interest │
└─────────────────────────────┘
The
Friedman doctrine of 1970 deliberately severed this golden thread. By reducing
the entire purpose of a corporation to a single variable—maximizing investor
wealth above all else—it turned a cooperative ecosystem into a predatory,
zero-sum game. This fifty-year historical aberration has taught generations of
business leaders to fall short of their better angels, resulting in systemic
instability and deep political polarization.
Primary
Stakeholder Group (PSG) Capitalism does not replace free enterprise; it
restores it. By reuniting Smith’s twin texts, we reclaim the true charter
documents of capitalism, proving that an economy achieves its highest long-term
value only when the corporate engine is legally, operationally, and morally
realigned to serve the collective advancement of society.
CHAPTER
2: The Six Treasured Pillars and Their Value Matrices
To
transform capitalism from an extractive mechanism into an optimization engine,
we must move beyond the vague, compliance-driven language of modern ESG
checkboxes. We must replace it with a clear, actionable operational reality. In
the Primary Stakeholder Group (PSG) model, the firm does not manage
stakeholders as external liabilities or public relations issues. Instead, it
treats them as the six primary, independent variables of a single long-term
value equation.
Each
of these six treasured pillars possesses unique, near-term operational needs
and long-term strategic aspirations. When an organization understands, cherishes,
and deliberately optimizes these value matrices, it unlocks the
"singularly enlightened" self-interest that Adam Smith envisioned.
1.
Customers: The Market Foundations
The
customer is not a target for maximum short-term financial extraction through
planned obsolescence or deceptive pricing.
·
Near-Term Value: Clear transparency, fair pricing, and immediate product
safety.
·
Long-Term Value: High-quality, reliably sourced goods that solve real-world
problems.
·
The Enlightenment
Link: When a company treats consumers
with absolute integrity, it builds generational brand loyalty. This loyalty
acts as an unassailable path of mutual endearment that protects the firm
during market downturns.
2.
Employees: The Operational Partners
Under
the Shareholder Primacy (SP) framework, labor is treated strictly as an expense
line-item on an income statement to be minimized at all costs. In the PSG
model, employees are recognized as the primary source of intellectual and
operational innovation.
·
Near-Term Value: Physical workplace safety, psychological security, and a
fair, livable wage.
·
Long-Term Value: Clear pathways for career development, skill acquisition,
and a shared organizational purpose.
·
The Enlightenment
Link: Prioritizing workforce dignity
dramatically slashes recruitment costs, optimizes operational efficiency, and
drives the organic problem-solving required to keep a company competitive over
decades.
3.
Suppliers: The Value Chain Collaborators
A
predatory corporate culture views suppliers as adversaries to be squeezed with
severe payment terms and forced price reductions. The PSG model recognizes that
a firm is only as resilient as its weakest supply chain link.
·
Near-Term Value: Fair, honored trading terms and reliable, timely payments.
·
Long-Term Value: Collaborative innovation, transparent forecasting, and
joint risk management.
·
The Enlightenment
Link: Treating suppliers as treasured
partners ensures priority access to scarce raw materials during global
shortages, dampens inflationary shocks, and fosters systemic supply chain
stability.
4.
Financial Investors: The Long-Term Capital Stewards
PSG
Capitalism does not discard the investor; it rescues them from the volatile
boom-and-bust cycles of short-term quarterly arbitrage.
·
Near-Term Value: Clear, honest accounting and predictable, transparent
governance.
·
Long-Term Value: Sustainable, long-term capital compounding and
comprehensive risk mitigation.
·
The Enlightenment
Link: By aligning investors with a
multi-year horizon, the firm eliminates the temptation to manipulate stock
prices through artificial means (like reckless stock buybacks) that strip the
company of vital research and development capital.
5.
Communities: The Local Anchorage
A
corporation does not exist in a vacuum; it relies on the physical
infrastructure, municipal services, and social stability of the local
geographic areas where it operates.
·
Near-Term Value: Local job creation, clean air and water, and active civic
participation.
·
Long-Term Value: Local economic resilience and proactive environmental stewardship.
·
The Enlightenment
Link: A company that actively invests in
its communities secures its local social license to operate. It transforms the
local community from a potential regulatory adversary into a powerful,
protective advocate.
6.
The General Public Interest: The Systemic Safeguard and Protection of the
Commons
The
final, vital variable represents the broader macro-environment—the shared
global resources and democratic systems that host the free enterprise engine.
For decades, traditional shareholder primacy has allowed organizations to treat
"commons-type costs"—such as our shared atmosphere, global water
tables, and civic stability—as mere externalities to be exploited without
accountability.
·
Near-Term Value: Active acknowledgment of organizational impacts on the
shared commons, transparent lobbying practices, and compliance with global
sustainability targets.
·
Long-Term Value: Collaborative preservation of public goods, systemic
economic stability, and the reduction of macro-level risks.
·
The Enlightenment
Link: Resolving the crisis of the commons
cannot be left to a single mechanism; it requires a coordinated baseline of
legislative frameworks and bold private-sector leadership.
This
responsibility extends directly and urgently to the rapid rise of artificial
intelligence and its underlying infrastructure. The proliferation of AI Data
Centers requires staggering, unprecedented amounts of electricity and water. If
left unchecked under a Shareholder Primacy framework, these centers become a
classic "tragedy of the commons"—depleting local aquifers and
straining municipal power grids to feed short-term corporate profits.
The
PSG model demands that we get out in front of this challenge at the virtual
birth of the AI phenomenon. We assert that AI data infrastructure must be
managed as a commons-like phenomenon. Proponents' current enthusiasm and
opponents' current fears must be balanced by proactive private sector
initiative and targeted legislation where necessary. Humans and AI
collaborators must work together to ensure that all anticipated effects of AI
on the future of the planet are structured to be "net positive" in
all aspects of life—for individuals, organizations, businesses, economies, and
societies alike. Treating the General Public Interest as a non-negotiable PSG
ensures that advanced technologies scale responsibly, protecting the planetary
and societal stability necessary for future generations.
The
Universals of Best Behavior
At
the core of these six matrices lies a simple, kitchen-table truth: all human
beings across every culture share an unalienable desire to be treated with
dignity, fairness, and justice.
When
gold-standard corporate leaders structure their organizations around these
ubiquitous human virtues, they are not engaging in soft charity. They are
acknowledging a profound operational reality. By recognizing that their
customers, workers, suppliers, neighbors, and investors all cherish these
identical ethical baselines, a company transitions from a fractured house of
competing interests into a unified, high-performing ecosystem.
This
is capitalism done correctly, as Adam Smith intended and designed. It proves
that other-interest is not the enemy of self-interest—it is its ultimate
optimizer.
CHAPTER
3: The Mathematical Engine and the Adoption Runway
To
earn its way into the boardrooms and lecture halls of the 21st century, Primary
Stakeholder Group (PSG) Capitalism must be more than a moral appeal to our
better angels. It must prove itself as a superior operational and economic model.
It must demonstrate that the long-term optimization of an enterprise is not a
zero-sum conflict between investors and society, but a single, harmonized
equation where financial health is a dependent outcome of ecosystem vitality.
The
Multi-Objective Optimization Engine
For
fifty years, the dominant Friedman model has treated corporate governance as a
single-variable calculation: maximize short-term net profit (P) for the
shareholder. In mathematical terms, it operates under the illusion that:
\(\text{Long-Term\
Value}=\text{Maximize}(P)\)
This
narrow formula ignores systemic feedback loops. In the real world, extracting
wealth by underpaying employees, squeezing suppliers, deceiving customers,
polluting the commons, or ignoring the public interest creates hidden
liabilities. Eventually, these liabilities trigger catastrophic failures. The
historical ledger of the last half-century is littered with the wreckage of
companies that prioritized short-term financial engineering over structural
health—from the systemic accounting frauds of Enron and WorldCom to the
catastrophic risk-blindness of Lehman Brothers and AIG during the 2008
financial crisis. These were not random accidents; they were the predictable
output of a model that encourages leaders to externalize their costs onto the
shared commons.
PSG
Capitalism replaces this fragile, single-variable calculation with a robust
multi-objective optimization function. We assert that long-term corporate value
and societal prosperity are dependent variables (V) driven by six distinct,
interconnected independent variables:
\(V=f(X_{1},X_{2},X_{3},X_{4},X_{5},X_{6})\)
Where:
·
X₁ = Customers
(Optimized through mutual endearment and product integrity)
·
X₂ = Employees
(Optimized through livable wages, safety, and dignity)
·
X₃ = Suppliers
(Optimized through fair, predictable, and collaborative value chains)
·
X₄ = Financial
Investors (Optimized through sustainable, long-term capital returns)
·
X₅ = Communities
(Optimized through local economic resilience and stewardship)
·
X₆ = The
General Public Interest (Optimized through preserving the global commons
and stabilizing civic institutions)
In
this mathematical engine, you cannot maximize V by driving any single variable
to zero. If a leader reduces employee wages (X₂) to
a predatory level to spike short-term investor returns (X₄), the system degrades. Quality drops, turnover costs
skyrocket, and customer endearment fractures, causing long-term value to
collapse. True optimization requires maintaining healthy boundary constraints
across all six pillars. This is the literal blueprint of Adam Smith’s
enlightened self-interest brought to a mathematical conclusion: Q.E.D.
THE SEVERED CIRCUIT
(Shareholder Primacy)
┌───────────────┐ ┌───────────────┐ ┌───────────────┐
│
Extract from │ ───> │ Short-Term
│ ───> │ Catastrophic │
│ the
Ecosystem│ │ Profit Spike │
│ System Failure│
└───────────────┘ └───────────────┘ └───────────────┘
THE OPTIMIZED LOOP (PSG
Capitalism)
┌───────────────┐ ┌───────────────┐ ┌───────────────┐
│ Optimize All │ ───> │ Generational │ ───> │ Insulated, │
│ 6 Variables │
│ Trust & Value │ │
Resilient Fund│
└───────────────┘ └───────────────┘ └───────────────┘
The
Timeline for Phased-In Global Adoption
Going
from shareholder primacy capitalism dominance to PSG capitalism dominance can
and must take a number of years. Business school curricula, faculty knowledge
and passion, company leadership understanding and commitment, changes to laws,
both federal and state will be necessary for the changes to happen, among other
things. To say that to go from good to excellent will take time is certainly an
understatement 😊, 😊!
To
ensure our proposal receives the serious consideration it deserves, we suggest
a prudent, three-tiered adoption runway spanning approximately 15 to 20
years. This allows our target audiences to transition smoothly without
shocking the macroeconomic system.
Phase
1: The Educational and Disclosure Foundation (Years 1–5)
·
Business School
Curricula: Deans and faculty integrate the
six-variable PSG model alongside traditional corporate finance. Accounting
departments develop standard measurement metrics for employee equity, supplier
resilience, and community impacts.
·
Corporate
Leadership Initiative: Early-adopter
corporate boards voluntarily rewrite their corporate bylaws, replacing strict
shareholder primacy with language that defines fiduciary duty as the balanced
optimization of all six groups.
·
The SEC Context: Regulatory bodies introduce voluntary, standardized
reporting structures where companies can report their progress across the
non-financial variables (X₁, X₂, X₃, X₅, X₆) alongside standard quarterly filings.
Phase
2: Regulatory Realignment and Market Incentives (Years 5–10)
·
Legislative
Guardrails: State and federal lawmakers pass
updated corporate statutes that legally protect executives from shareholder
lawsuits when they make long-term decisions to preserve employee, community, or
environmental health.
·
Tax and Capital
Access Adjustments: Governments introduce tax
incentives and preferential capital access for companies that demonstrably meet
the dignity and sustainability thresholds across all six pillars.
·
Institutional
Adoption: Major pension funds and long-term
asset managers shift their capital allocations, moving away from short-term
arbitrage and driving funds toward certified PSG-compliant enterprises.
Phase
3: Ubiquitous Normalization (Years 10–20)
·
The Viral Effect: As data proves that PSG-optimized firms achieve higher
operational stability, lower employee turnover, and superior long-term capital
compounding, the model goes viral globally.
·
Universal
Standards: The multi-variable disclosure
framework becomes standard practice for public markets worldwide. Treating the
six primary stakeholder groups with dignity is no longer viewed as an
alternative choice—it becomes the universally accepted definition of capitalism
done correctly.
CHAPTER
4: Overhauling the Corporate and Educational Engine
If we
are to move from the good of our current economic state to the excellence of a
capitalism done as Adam Smith and our better angels intended, we must transform
the institutions that train our leaders and govern our markets. This structural
overhaul is not a top-down mandate from an elite governing body; it is a
practical, teachable, and actionable realignment. It brings the wisdom of the
ages—from Adam Smith’s twin texts to Mortimer Adler’s philosophy of a
"full life well lived"—directly into the mechanics of 21st-century
corporate behavior.
To
achieve this, we must simultaneously restructure two foundational engines: The
Educational Engine (how we teach future leaders) and The Corporate
Engine (how companies plan, measure, and govern themselves).
THE INSTITUTIONAL
OVERHAUL
┌──────────┬──────────────┐
│ PSG CAPITALISM MODEL │
└────────────┬─────────────┘
│
┌────────────────────────┴────────────────────────┐
▼
▼
┌─────────────────────────────────┐
┌─────────────────────────────────┐
│ THE EDUCATIONAL ENGINE │ │ THE CORPORATE ENGINE │
├─────────────────────────────────┤
├─────────────────────────────────┤
│
• Integrate Adler & Smith
│ │ •
Multi-Objective Governance │
│
• Case Studies of Value Loss │ │ • Adaptive Strategic
Planning │
│
• Balanced Accounting Metrics │ │ • SEC Multi-Variable
Reporting │
└─────────────────────────────────┘
└─────────────────────────────────┘
1.
Overhauling the Educational Engine: Rewriting the Business Curriculum
For
over half a century, business school classrooms have treated the
Friedman/Jensen/Meckling doctrine not as a temporary theory, but as an absolute
law. Future executives are taught that their sole moral and fiduciary duty is
to manipulate corporate variables to spike quarterly equity valuations - or at least it is to be largely near-term dominant. This
narrow training actively encourages the underliving of our economic lives.
To
earn its way into adoption, business school deans and faculty must introduce a
holistic curriculum that honors a multi-centurial consensus:
·
Integrating
Philosophy and Finance: Curricula must
reunite the mechanics of wealth creation with moral philosophy. Students should
study Adam Smith’s The Wealth of Nations alongside his The Theory of
Moral Sentiments, complemented by Mortimer Adler’s teachings on the
external goods required for a full life. Future leaders must learn that a
business is successful only when it enhances the capacity of its stakeholders
to live a full life well lived, acquiring both moral virtues and the essential
external goods of health, safety, and economic sufficiency.
·
The Value
Destruction Ledger: Faculty must teach balanced
history. Alongside the wealth-creation triumphs of capitalism, textbooks must
dissect the profound long-term value destruction and massive opportunity costs
facilitated by Shareholder Primacy—such as the collapse of Enron, the systemic
failures of 2008, and the ongoing degradation of the shared global commons.
·
Multi-Variable
Accounting: Accounting departments must develop
and teach rigorous, verifiable metrics to track the health of all six Primary
Stakeholder Groups. Students must learn to measure employee retention, supply
chain equity, community trust, and environmental impact with the same
mathematical discipline currently reserved for net profit margins.
2.
Overhauling the Corporate Engine: Governance and Strategic Planning
In
the boardroom, the PSG model replaces short-term financial engineering with Adaptive
Strategic Planning. This operational approach treats corporate governance
as a continuous process of maintaining healthy boundary constraints across all
six interconnected variables.
·
Redefining
Fiduciary Duty: Corporate boards must rewrite their
foundational bylaws. A leader's legal and fiduciary responsibility must be
explicitly redefined as optimizing long-term systemic value across all six
pillars (X₁ through X₆). This protects executives from
short-sighted investor lawsuits when they invest corporate capital into living
wages, environmental stewardship, or long-term supplier partnerships.
·
Realigning
Compensation Metrics: Executive bonuses and board incentives
must be permanently uncoupled from short-term stock price manipulation and
reckless stock buybacks. Instead, executive compensation must be tied directly
to balanced stakeholder health scores. If a CEO spikes profits by extracting
value from employees (X₂) or damaging the public commons (X₆), their compensation must be automatically penalized.
·
The SEC
Multi-Variable Progress Report: To
institutionalize this change without shocking the macroeconomic system,
corporate reporting at the SEC level must evolve. Mandatory quarterly filings
must move beyond narrow balance sheets. They must be structurally complemented
by regular, formalized progress reports across the other five stakeholder
dimensions. This allows Wall Street to evaluate a firm based on its genuine,
sustainable value compounding rather than quarterly arbitrage.
By
embedding these dual overhauls into our society over our proposed 15-to-20-year
runway, we bridge the gap between economic behavior and civic health. We prove
to our corporate executives, business school leaders, and statesmen that when
we optimize the corporate engine to serve all six groups, we do more than
generate superior economic returns. We strengthen the moral fabric of our
democratic republic, ensuring that the free enterprise system actively supports
a full life well lived for all people everywhere.
CHAPTER
5: The Final Proclamation—Unambiguously but Lovingly Strident
To
look back at our 250-year journey as a nation is to admire a spectacular
monument of human progress. Free-market capitalism and our democratic republic
have served as the twin engines of the modern world, lifting standards of
living, driving unprecedented innovation, and providing a baseline of global
stability. We assert our proposal not out of anger or a desire to dismantle
these engines, but out of a profound, loving respect for what they have
achieved.
Yet,
true love demands absolute honesty.
Over
the last several decades, our institutions have tolerated an aggressive drift
toward an "us-against-them," zero-sum behavioral framework. In our
economy, we have allowed the dogmatic focus on Shareholder Primacy to extract
value from our communities and workers. In our civic spaces, public discourse
has degraded into a mean-spirited, partisan warfare that is desperately in need
of correction.
Let
us be completely unambiguous: this toxic, zero-sum behavior is nowhere to be
found in our charter documents. It cannot be found within the lines of the
Declaration of Independence or the United States Constitution. It is entirely
absent from the two core books written by Professor Adam Smith. It stands in
direct violation of Mortimer Adler's philosophy of a full life well lived.
We
have fallen short of our own ideals. But our better angels are ready to work
with us. Primary Stakeholder Group (PSG) Capitalism is the ultimate model to
realign our actions with our destiny. It is a firm, non-negotiable invitation
to transition from an economy of extraction to an ecosystem of mutual
endearment.
THE VIRAL ADOPTION STEPS
┌─────────────────────────────────────────────────────────────────────────┐
│
PHASE 1: LEADERSHIP INITIATIVE (Years 1-5) │
│
• B-Schools update curricula with Smith & Adler │
│
• Pioneering corporate boards voluntarily rewrite fiduciary duties │
├─────────────────────────────────────────────────────────────────────────┐
│
PHASE 2: INCENTIVE ALIGNMENT (Years 5-10) │
│
• Legislative protections enacted for multi-variable governance │
│
• Tax advantages & preferential capital access tied to the 6 PSGs │
├─────────────────────────────────────────────────────────────────────────┐
│
PHASE 3: GLOBAL NORMALIZATION (Years 10-20) │
│
• SEC updates quarterly reporting with multi-variable metrics │
│
• Model goes viral internationally as the gold standard of business │
└─────────────────────────────────────────────────────────────────────────┘
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