May 16, 2017
Bangalore has a problem: It is running out of water, fast. Cities all over the world, from those in the American West to nearly every major Indian metropolis, have been struggling with drought and water deficits in recent years. But Bangalore is an extreme case. Last summer, a professor from the Indian Institute of Science declared that the city will be unlivable by 2020. He later backed off his prediction of the exact time of death—but even so, says P. N. Ravindra, an official at the Bangalore Water Supply and Sewerage Board, “the projections are relatively correct. Our groundwater levels are approaching zero.” ... Every year since 2012, Bangalore has been hit by drought; last year Karnataka, of which Bangalore is the capital, received its lowest rainfall level in four decades. But the changing climate is not exclusively to blame for Bangalore’s water problems. The city’s growth, hustled along by its tech sector, made it ripe for crisis. ... Through the 2000s, Bangalore’s urban landscape expanded so quickly that the city had no time to extend its subcutaneous network of water pipes into the fastest-growing areas, like Whitefield. Layers of concrete and tarmac crept out across the city, stopping water from seeping into the ground. ... 44 percent of the city’s water supply either seeps out through aging pipes or gets siphoned away by thieves. ... Everywhere, the steep ascent of demand has caused a run on groundwater. Well owners drill deeper and deeper, chasing the water table downward as they all keep draining it further. The groundwater level has sunk from a depth of 150 or 200 feet to 1,000 feet or more in many places.
Investment rules shouldn’t be static. Investors should adapt their rules per the environment they are in. From experience, I can confirm that those who don’t adapt usually get into trouble sooner or later. My first and most important rule when investing is therefore a rule that defines the rules I should adhere to. ... What exactly do I mean by that? How can I possibly have a rule about rules? Allow me to explain. As I see things, there are rules and then there are rules. The most important ones always apply; those are my first frontier rules. There are not many of them, but they are all critically important. ... The second layer of rules – the second frontier – are strictly speaking not rules but principles. I treat them as rules, though, because I follow them almost whatever happens.
Wiens, 33, is co-founder and CEO of iFixit, a company whose mission, he says, is to "teach everybody how to fix everything." On iFixit's website is a vast library of step-by-step instruction sets covering, well, let's see: how to adjust your brakes, patch a leaky fuel tank on a motorcycle, situate the bumper sensor on a Roomba vacuum cleaner, unjam a paper shredder, reattach a sole on a shoe, start a fire without a match, fill a scratch in an eyeglass lens, install a new bread-lift shelf in a pop-up toaster, replace a heating coil in an electric kettle, and--iFixit's specialty--perform all manner of delicate repairs on busted Apple laptops and cell phones. More than 25,000 manuals in all, covering more than 7,000 objects and devices. Last year, according to Wiens, 94 million people all over the world learned how to restore something to tiptop working condition with iFixit's help, which frankly was a little disappointing. Wiens's goal was 100 million. ... IFixit makes about 90 percent of its revenue from selling parts and tools to people who wouldn't know what to do with them if iFixit weren't also giving away so much valuable information. The rest comes from licensing the software iFixit developed to write its online manuals, and from training independent repair technicians, some 15,000 so far, who rely on iFixit to run their own businesses. ... Apple doesn't report just how huge that repair revenue is, but trade journal Warranty Week estimates that one proxy for that--sales of Apple's extended-warranty repair program, AppleCare--delivered the company a staggering $5.9 billion worldwide in 2016. ... "I'm really concerned about the transition in society to a world where we don't understand what's in our things," he says. "Where we are afraid of engineering, afraid of fact, afraid of tinkering. When you take something like a phone or voice recorder and you take it apart and you understand it enough to be able to fix it, a switch flips in your brain. You go from being just a consumer to being someone who is actually a participant."
In the fancier precincts of the food-service world, where watching a barista spend four minutes prepping a pour-over coffee is a customer’s idea of a good time, robots might not seem like the future of food culture. But spend some time at the restaurants where the majority of Americans eat every day, and you’ll catch a distinct whiff of automation in the air. ... Given job creators’ distaste for organic employees, it’s easy to see how automation might play out in Quick-Service Restaurants, or QSRs—the industry term for both fast-food operations like Hardee’s and slightly more upscale “fast casual” restaurants, like Chipotle. You already have to stand in line, order your own food, and then (in most cases) pick your order up at the counter when it’s ready. Pop a couple kiosks up front, maybe let people order on their phones, and bingo, you’ve automated away all the cashiers. ... More than 14 million people—almost 10 percent of the American workforce—work in restaurants, and almost 2 million of those work for casual-dining chains. ... Besides bumping check averages, the tablets can generate revenue with game fees and display ads, which the restaurants split with the tablet companies. And once the platform is in place, it becomes a powerful tool for data collection.
The very nature of these warships is what makes them both so difficult to remove from the ocean floor and so appealing to illegal salvagers ballsy enough to try. Consider this: The Perch, which was as long as a football field and 26 feet wide, displaced nearly 2,000 tons when submerged. The Encounter and Exeter belonged to a robust class of British destroyers that carried torpedoes, anti-aircraft weaponry, and a complement of about 150 sailors each. The De Ruyter was the largest of all, with a length of more than 560 feet. All now gone without a trace. ... Even in poor condition, gleaned steel fetches about $150 a ton in international markets. A recovered destroyer can easily result in a profit of $100,000 ... There’s a ton more money to be had if you find ships built before the dawn of nuclear testing. Steel is made by melting iron at super-high temperatures and infusing it with carbon. To make sure those carbon levels don’t get too high, steelmakers blow oxygen into the mix, along with ambient atmospheric particulates. That includes radiation. Natural elements like radon create low-level natural radioactivity. We increased those levels exponentially when countries like the United States and Russia began nuclear testing in the mid-1940s. France, England, and China jumped on the bomb bandwagon a few years later. And with each detonation, radioactivity levels in our atmosphere increased. That meant each time steelmakers were blowing oxygen into new steel, they were also blowing nuclear particulates into it. ... That’s not true for the steel used to fabricate pre-1942 vessels, which is virtually radiation-free. And its clean status makes this metal particularly valuable for some technical applications of nuclear medicine and, more commonly, the development of nuclear energy and weapons.