A four-part investigation into the Dutch East India Company, separating popular legend from historical reality using economic history, systems analysis, and institutional critique.
Provides a cost-benefit analysis of the VOC for the Dutch state, showing a clear lifecycle from economic engine to fiscal liability, culminating in a $120-million-guilder bailout.
Analyzes the VOC and modern tech platforms (Apple, Microsoft) as networked control systems, contrasting physical choke-point monopolies with digital ecosystem lock-in.
Compares the VOC’s structural power to modern corporations like Apple and Saudi Aramco, using GDP-share and systems-control analysis to reveal fundamental differences in how power is exercised.
Examines the popular claim that the VOC was worth $7–8 trillion in modern dollars, why it’s methodologically unsound, and introduces the more defensible GDP-share metric.