Yes, divisions between us very much exist. But we now are global village of roughly 3.2 billion mobile phone users, according to MobiThinking, the Irish mobile consulting firm. Each and every one of those users cannot only buy -- but sell -- food, clothing, equities, bonds and everything else via that phone. Voice calls and debit cards turn every phone-connected human into a mini CEO. That begs the question: In such a tech-blurred world, how persistent can a pecking order really be? The answer: Not very. So is it really such a stretch to realize that the folks who work for GE ( GE) are the same folks who not only buy a GE fridge, but also a share of GE stock? After all, Americans grew up learning about a Henry-Ford-pays-$5-a-day revolution back 1914. "Henry Ford had reasoned that since it was now possible to build inexpensive cars in volume," says the Ford Motor ( F) website, "more of them could be sold if employees could afford to buy them." Bam! That's the trick to making our economy hum again. Think like Mr. Ford would have in today's Web area: If you manage a company and want to sell more company stock, make sure your employees have the money to buy that stock. Poof, instant bull market. Social capital now rules this multiclass age Now comes the digital-age kicker. In this time of no privacy and uber-analytics, a company such as GE can calculate precisely how much of its stock value comes from this smaller, part-time -- what I'm calling the multiclass -- consumer investor.
I like the weekly sentiment analysis from the American Association of Individual Investors as a source for this stuff, but even with my basic modeling skills I can bake up a pretty darn accurate model. It's easy. With data such as this, it becomes a no-brainer for public markets to know -- and to hold managers accountable for -- exactly how much of a company's share price comes from the multiclass investor and in turn calculate the exact amount it should pay employees to insure multiclass investor demand for its share price while still having enough profit to grow the business. And finally we've got real upside: Fortune 1,000 managers will now have no choice but to unlock the reported $3.7 trillion in combined balance sheet cash that's sitting idle in corporate coffers in what The Economist brilliantly calls "Dead Money." This $3.7 trillion will get injected into a tech-happy economy that will create wealth we have never seen before. This golden age will make our national debt of $16 trillion look utterly manageable. And that means, friends, I won't have to effing sit through another morning of knuckleheads such as Stockman and Walker ever again. And trust me, from here, that can't happen a moment too soon.