Catchment Quotes

In economics, as in politics, no national reservoir can stand the strain when everyone is turning on the taps and few are bothering to see that the catchments to the reservoir are working.

Delirious as it can be, sex is only one kind of intimacy, and yet has become the cultural catchment area for all kinds of needs because our understanding of intimacy is so poor. Brutal work schedules, related geographic isolation, and the concomitant fracturing of families has meant that there is little time for intimacy, and even less to teach the necessary skills. But intimacy, the axis of romance, is slow, based on the sharing of a life rather than show. In terms of intimacy, folding laundry together or sharing the feeding of a child can have more impact than the most extravagant bouquet.

The claim that ethnic uniformity leads to cultural excellence is as wrong as an idea can be. There’s a reason we refer to unsophisticated things as provincial, parochial, and insular and to sophisticated ones as urbane and cosmopolitan. No one is brilliant enough to dream up anything of value all by himself. Individuals and cultures of genius are aggregators, appropriators, greatest-hit collectors. Vibrant cultures sit in vast catchment areas in which people and innovations flow from far and wide.

Today we know that there are multiple reasons for the changing water levels. One factor is the amount of water coming in from the Volga which is tied to the rainfall of a huge catchment region – all of which in turn relates to the atmospheric conditions of the North Atlantic. Many scientists now believe that these fluctuations reflect climatic changes in the northern hemisphere, making the Caspian Sea an important field of study for climate change investigations. Other theories claim that the water levels are affected by tectonic forces. These are exactly the kinds of global connections that interested Humboldt. To see the Caspian Sea, Humboldt wrote to Wilhelm, was one of the ‘highlights of my life

But a retailer cannot slice and dice its customers at the brand level (i.e. chain) to the same degree. A retailer who seeks to target only 20% of the potential market is already on thin ice. Retail coverage (i.e. the physical footprint of a store’s catchment area) dictates the target audience for each store, which means that the audience is relatively heterogeneous: everyone who lives within the store catchment area. A large mainstream store has to generate volume at each unit level as most of the costs, such as building, staff and stock, are local; therefore, because of retailers’ sensitivity to small volume changes that we saw in Chapter 2, the more shoppers the better. Thus,

And to say that the citizens of those rival domains did not always see eye to eye was a bit of an understatement, because each represented the antithesis of the other’s deepest values. To the engineers and the technicians who belonged to the world of the dam, Glen was no dead monolith but, rather, a living and breathing thing, a creature that pulsed with energy and dynamism. Perhaps even more important, the dam was also a triumphant capstone of human ingenuity, the culmination of a civil-engineering lineage that had seen its first florescence in the irrigation canals of ancient Mesopotamia and China, then shot like a bold arrow through the Middle Ages, the Renaissance, and the Industrial Revolution to reach its zenith here in the sun-scorched wastelands of the American Southwest. Glen embodied the glittering inspiration and the tenacious drive of the American century—a spirit that in other contexts had been responsible for harnessing the atom and putting men on the moon. As impressive as those other accomplishments may have been, nothing excelled the nobility of transforming one of the harshest deserts on earth into a vibrant garden. In the minds of its engineers and its managers, Glen affirmed everything that was right about America. To Kenton Grua and the river folk who inhabited the world of the canyon, however, the dam was an offense against nature. Thanks to Glen and a host of similar Reclamation projects along the Colorado, one of the greatest rivers in the West, had been reduced to little more than a giant plumbing system, a network of pipes and faucets and catchment tubs whose chief purpose lay in the dubious goal of bringing golf courses to Phoenix, swimming pools to Tucson, and air-conditioned shopping malls to Vegas. A magnificent waterway had been sacrificed on the altar of a technology that enabled people to prosper without limits, without balance, without any connection to the environment in which they lived—and in the process, fostered the delusion that the desert had been conquered. But in the eyes of the river folk, even that wasn’t the real cost. To

But for this, we need a new development model. We have designed an economic system that sees no value in any human or natural resource unless it is exploited. A river is unproductive until its catchment is appropriated by some industry or its waters are captured by a dam. An open field and its natural bounty are useless until they are fenced. A community of people have no value unless their life is commercialised, their needs are turned into consumer goods, and their aspirations are driven by competition. In this approach, development equals manipulation. By contrast, we need to understand development as something totally different: development is care. It is through a caring relationship with our natural wealth that we can create value, not through its destruction. It is thanks to a cooperative human-to-human interaction that we can achieve the ultimate objective of development, that is, wellbeing. In this new economy, people will be productive by performing activities that enhance the quality of life of their peers and the natural ecosystems in which they live. If not for moral reasons, they should do so for genuine self-interest: there is nothing more rewarding than creating wellbeing for oneself and society. This is the real utility, the real consumer surplus, not the shortsighted and self-defeating behaviour promoted by the growth ideology. The wellbeing economy is a vision for all countries. There are cultural traces of such a vision in the southern African notion of ‘ubuntu’, which literally means ‘I am because you are’, reminding us that there is no prosperity in isolation and that everything is connected. In Indonesia we find the notion of ‘gotong royong’, a conception of development founded on collaboration and consensus, or the vision of ‘sufficiency economy’ in Thailand, Bhutan and most of Buddhist Asia, which indicates the need for balance, like the Swedish term ‘lagom’, which means ‘just the right amount’. Native Alaskans refer to ‘Nuka’ as the interconnectedness of humans to their ecosystems, while in South America, there has been much debate about the concept of ‘buen vivir’, that is, living well in harmony with others and with nature.

continue polluting while trying to offset the damage through some face-saving corporate philanthropy exercises. We would be fools to assume that we can simply pay our way out of this mess. Nature cannot be bailed out, as if it were a financial market. We need to stop breaking things in the first place. But for this, we need a new development model. We have designed an economic system that sees no value in any human or natural resource unless it is exploited. A river is unproductive until its catchment is appropriated by some industry or its waters are captured by a dam. An open field and its natural bounty are useless until they are fenced. A community of people have no value unless their life is commercialised, their needs are turned into consumer goods, and their aspirations are driven by competition. In this approach, development equals manipulation. By contrast, we need to understand development as something totally different: development is care. It is through a caring relationship with our natural wealth that we can create value, not through its destruction. It is thanks to a cooperative human-to-human interaction that we can achieve the ultimate objective of development, that is, wellbeing. In this new economy, people will be productive by performing activities that enhance the quality of life of their peers and the natural ecosystems in which they live. If not for moral reasons, they should do so for genuine self-interest: there is nothing more rewarding than creating wellbeing for oneself and society. This is the real utility, the real consumer surplus, not the shortsighted and self-defeating behaviour promoted by the growth ideology. The wellbeing economy is a vision for all countries. There are cultural traces of such a vision in the southern African notion of ‘ubuntu’, which literally means ‘I am because you are’, reminding us that there is no prosperity in isolation and that everything is connected. In Indonesia we find the notion of ‘gotong royong’, a conception of development founded on collaboration and consensus, or the vision of ‘sufficiency economy’ in Thailand, Bhutan and most of Buddhist Asia, which indicates the need for balance, like the Swedish term ‘lagom’, which means ‘just the right amount’. Native Alaskans refer to ‘Nuka’ as the interconnectedness of humans to their ecosystems, while in South America, there has been much debate about the concept of ‘buen vivir’, that is, living well in harmony with others and with nature. The most industrialised nations, which we often describe in dubious terms like ‘wealthy’ or ‘developed’, are at a crossroads. The mess they have created is fast outpacing any other gain, even in terms of education and life expectancy. Their economic growth has come at a huge cost for the rest of the world and the planet as a whole. Not only should they commit to realising a wellbeing economy out of self-interest, but also as a moral obligation to the billions of people who had to suffer wars, environmental destruction and other calamities so that a few, mostly white human beings could go on

Retail managers know that while their official vendors are large multinationals like Procter & Gamble and Hindustan Unilever Limited, what they are actually dealing with is someone like ‘Agarwal & Gupta Distributors’, the RS of the MNC. And so, while a good relationship with HUL can be developed by promoting their products, the truth is that a good relationship with the RS can be developed mainly by promoting his working capital availability. The RS is not merely a supplier of goods. He is a vital link in the whole retail chain and can be underestimated only at one’s peril. This is exactly what one large retail chain figured out early, and used to get the most amazing competitive advantage. Supermarket retail has a built-in advantage not available to traditional retailers. On the buying end, they buy bigger quantities and get a substantial period of time to make payment to the suppliers compared to smaller retailers, who sometimes have to pay cash on delivery. On the selling side, no customer gets credit at a supermarket. You scan, you bill, you pay and go — that’s the supermarket way. For the kirana, however, most regular customers expect a ‘khata’, a monthly account. Kirana customers buy through the month and pay only at the end. Supermarkets, by design, therefore, buy on liberal credit and sell on cash. Therefore, they are ‘cash surplus’ on a day-to-day basis. Their competitors, the kirana stores, are not. This particular retailer decided to make the payment terms more favourable to the supplier. So where the industry practice was eight days, this retailer reduced it to four days. In effect, the retailer halved the credit period, thus influencing the vendor’s working capital availability favourably. The vendor, in turn, now had a stake in the retailer’s growth and continued prosperity. The relationship soon turned into a win-win partnership. The vendor developed ingenious ways to enhance the retailer’s market share in various catchments.

Parents name a school they want their child to go to – they don’t have to live within the catchment area

The artificial hills and plazas of even small centers were symbolic depictions of the sacred landscape of mountains, hills, trees, and lakes, material replicas of the Maya cosmos designed as the settings for elaborate public rituals that sanctified Maya life—and water management. Tikal, Belize's Caracol, and other centers were giant water catchments, their pyramids "water mountains.

These later Nabataean innovations were clandestine water catchments linked through well-like shafts connected to a horizontal tunnel that tapped into groundwater and harvested rainwater and stored them both in underground cisterns. The scientist who discovered their efficacy and extent, Berel Aisenstein, referred to these ingenious Nabataean creations as “artificial springs.”19 These chains of wells were so effective in providing a steady flow of fresh drinking water that Nabataeans were able to survive in areas that received as little as a single inch of rainfall in a drought year!

We need the implementation of the Smart Waterways Grid across India to harness 1,500 BCM of floodwater and connect the rivers and catchment areas as a single plane. The grid will receive 1,500 BCM of floodwater and act as a water grid so that water can be released to any deficient place and replenished during flood. It would act as a 15,000 kilometres-long national reservoir. It would be able to provide drinking water to 600 million people, irrigation to 150 million acres of land, and generate 60,000 MW of power. Due to ground water recharge, it would also save 4,000 MW of power. Each state can implement this mission with an outlay of approximately 50,000 crores with annual budgetary support, central government assistance, public-private consortia and with support from the World Bank in a BOOT (Build, Operate, Own and Transfer) based PPP model and this can be realized within 2020. Apart from this, an Integrated Water Resource Management system is also required to revive water bodies and tanks and build farm ponds and checkdams across India as well as increase irrigation infrastructure and groundwater potential, thereby enhancing the safe drinking water resources of the nation.

The rule here is to go for the largest catchment that your organization has competence to seize.

[...] paradoxically, the “catchment area” of tuberculosis was expanded by the prolongation of life achieved by the control over other diseases. [...] The eighteenth century created a kind of tubercular society.