Beyond limits of Classic of Economic MindSet. English paper ares marked with (e).
Arguments and instruments for the design of a post industrial economic system.

You have got a user kind form to the provisional web pages (, made till now, find access to different instruments/illustrations here. These representations and models with which complex connections can better and more lastingly be shown and communicated shall be aids. Aid putting new ideas into effect and creating jobs to make new positions possible.

The links refer often to relatively big files. You may "right click" and save them to your hard disk to have a more convenieut access to the content. Remember the function of Acrobat for magnifying parts of the page for easier readability of small pictures.

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Hope you will find some arguments for new solutions - do not hesistate to share your thoughts.

Peter Bretscher, Dipl. Ing.
Ingenieurbüro für Wirtschaftsentwicklung,
Alpsteinstrasse 4, CH-9034 Eggersriet, Schwitzerland
T: +41 71 877 14 11    E: 

Neu: 5. August 2004
Ende Juli 2004 wurde das Prinzip der kombinierten Werteabbildung an der "Performance Measurement and Management Conferenz" in Edinburgh erstmals international vorgestellt. Die Links für die Downloads finden Sie HIER.
Weitere Informationen auch auf: 

24. August 2003
Measuring, Mapping and Managing Performance (e) (ppt, 995KB)
Introduction into the new framework for mapping and quantifying today's assets and their valuation.

Content of this download page: Themes/Description
1. Understanding Value
2. Score-Maps
3. Diverses
4. Ingenieurbüro/Kontakte/Partner/Angebote
5. Business Engineering Systems, Dokuments about Basics
6. Four main fields of focus: Structuring - Quantifying - Orientation - Optimization
7. Darstellungen aus den Business Engineering Systemen
8. Faltblätter/Flyer Denkanstösse
9. bengin, the project
1. Understanding Value: Power-
1.1e Expanding the Value Paradigm (english)
The value (as one of several features of an object) gets a two-dimensional vector as a distinctive quantifying criterion in analogy to other metrics in physics. The horizontal axis for the "explicit/objective" monetary scale and the vertical axis for the "implicit/subjective" non monetary scale.
This procedure opens the way to keep the previous drawing up a balance sheet practice and nevertheless to enlarge the reductions of the classic assessment practice with the linear monetary scale. This expansion of the value paradigm makes it possible to map and count (on) the till now unsatisfactorily quantifiable "immaterial objects" like knowledge, reputation, rights. calculating.
425kb 132kb
2. Score - Maps: Power-
2.1e Relative Balanced Scoremap (e)
This paper shows - at the example of the "Balanced Scorecard" - the principle of two-dimensional value-metrics. At the "relative Scoremap" the %-scale is used for the scaling of the vertical axis.
414kb 149kb
2.2e Absolute Balanced Scoremap (e)
This paper shows the logic points for the construction of two-dimensional metrics with an absolute scaling for the vertical axis and the mathematical base combination of the implicit with the explicit axis. A different application being shown to the extended value illustration also of enterprises. The symptoms indicate that the "relative Scorecard" is suitable for investors also as an early warning instrument.
282kb 244kb
3. Diverses: Power-
3.1 Artikel Immaterielle Werte abbilden (d)
Mit einer neuen Generation von Abbildungsinstrumenten ist es heute möglich, immaterielle Werte zu strukturieren und zu quantifizieren. Dadurch werden nicht nur blinde Flecken der klassischen Wirtschaftslehre eliminiert, sondern es ergibt sich verantwortlichen Führungskräften eine bisher unerreichte Transparenz über die vorhandenen Potentiale, Chancen und Risiken - und damit fundamental neue Freiheiten, diese besser zu nutzen. 13 Seiten
4. Ingenieurbüro/Kontakte/Partner/Angebote: Power-
5. Business Engineering Systems, Dokuments about Basics: Power-
Paper No. 3; Zusammenfassung / Summary, eine Seite / one page (d/e)
5.4 Re-Inventing Business Administration (d/e)
English (and German) summary of the german paper.
6. Four main fields of focus: Structuring - Quantifying - Orientation - Optimization: Power-
6.0.2e Mental models, 3D-Model (e)
An analogous model to "organizational learning", at the example of the three sciences: Social sciences, nature sciences, economy sciences.
The "mental models" form the foundation also at sciences. On unsatisfactory bases no science is able to take the load of future explanation models. Sometimes, as may be showed at economy sciences, one recognizes only relatively late that the old bases don't form the adequate foundation any more for modeling sufficiently the new reality.
It actually isn't surprising that these bases don't suffice any more, they are more than 200 years old anyway. It was a time of the burnings of a witch and of other "old normalities" which nowadays are punished as elements of a criminal offense.
It comes always more into the focus of the consciousness today that the causes of today's "economic crisis" lie primary in the basic assumptions of the classic economy understanding and teaching.
The designers of the economy theories - provided that there is such an "occupational group" at all - have missed it to develop an economy theory in which the intangible objects and its values have the place adequate to them.
6.0.3e Measuring, Mapping and Managing Performance (e)
Introduction into the new framework for mapping an quantifying today's assets and their valuation.
6.1 Schwerpunkt 1: Strukturieren
6.2 Schwerpunkt 2: Quantifizieren
6.3 Schwerpunkt 3: Orientieren (Strategien)
6.4 Schwerpunkt 4: Optimieren
7. Darstellungen aus den Business Engineering Systemen
(Generische Bausteine, auf denen die Anwendungen aufbauen)
Darstellungen und Anregungen für Argumente und zum Selberdenken
Inhalt und Struktur der Business Engineering Systeme (coming soon)
System 01: Primärressourcen (d), Primary Resources (e)
System 02: Externes Netzwerk (d), External Net (e) (coming soon, ask for prerelease)
System 03: Internes Netzwerk (d), Internal Net (e) (coming soon, ask for prerelease)
System 04: Strategien (d), Strategies (e)
System 05: Werte (d), Values (e)
System 06: Unternehmung (d), Enterprise (e)
System 21: Projektmanagement (d), Project Management (e)
System 22: Technologietransfer (e), Technology Transfer (e) 218kb
System 23: Innovation (d), Innovation (e)
8. Faltblätter/Flyer Power-
Serie Denkanstösse
9. bengin, das Projekt Power-
Fragen Sie nach weiteren Informationen: 

Papers and Videos for SelfThinkers:

Hazel Henderson
True and clear statements with an optimistic outlook. Beyond Economics: Systems Approaches to Managing Socio-Economics (Video)
April, 2002; english; 17.5MB, rightclick, "save as".


Additiona links:
Intangible Assets:
localizing, communicating, using
Papers (e):


European initiative around the theme "Intangibles":
Chartered Institute of Management Accountants
International Valuations Standards Commitee:
IPR - Intellectual Property Rights
Helpdesk of the European Union


Neely, A; Gray, G; Kennerley, M; and Marr, B (2002) 'Measuring Corporate Management and Leadership Capability' - Report Commissioned by the Council for Excellence in Management and Leadership - The Council for Excellence in Management and Leadership commissioned the Centre for Business Performance at Cranfield School of Management to produce for them a report investigating the case for corporate reporting and disclosure in the field of organisational management and leadership. In producing this report the Centre for Business Performance has deliberately drawn on a wide range and diverse set of literatures and ideas, ranging from the challenges facing managers and leaders through to corporate reporting and performance measurement frameworks. In doing so the authors have reached the conclusion that the increasing pressures on organisations, the growing interest in corporate reporting and disclosure and the increasing recognition that many of the drivers of the business value are intangible, all make it likely that organisations will be required by the investor community to release information on the status of both their current and potential management and leadership talent pool in the medium to long term. Legislation may speed up this process, but the reality is that investors increasingly appear to be interested not only in short term financial results, but also in the drivers of long term success and value. Many of them are now recognised to be intangible and all of them are steered by the corporation's managers and leaders.


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Last change: 2011-05-17