Navigating from Madrid to Lisbon, the pharaonic real dream that gave rise to the failed Channel del Manzanares

The Manzanares river in Madrid has become one of the protagonists of recent days. March is being an extremely rainy month, so much that it has caused Solar energy ceases to grow in Spainbut has also caused the River overflow throughout the country. One of those rivers is Manzanares, which is usually a thread of water and Now it’s a torrent. But the river has not only become news for the increase in flow, but because during the works of Metro line 11 they have found a section of the real historical channel of Manzanares, an ambitious project that It was centuries on the table and that had a target target: join Madrid, Lisbon and Seville by boat. Felipe II’s dream Felipe II It is not just one of the most remembered kings in Spain: it may also be from Europe. Under his reign, The Spanish Empire reached its peak And it was a monarch interested in finance projects of several sciences. He also liked the sea, starting maritime engineering projects, stimulating the creation of large warships and the most ambitious of all: the idea of ​​making The main rivers of the peninsula were navigable. Another detail for which Felipe II is remembered is for the move of the capital of the country: he decided that Madrid would be the ideal location, so he transferred the court in full. But of course, Madrid did not have direct access to the sea and this was something important, especially for trade and those expansionist ambitionsso the project To open Madrid to the sea, he made eyes to the king. And the task fell into the hands of the Italian engineer Juan Bautista Antonelli. Nothing, something simple: Tajo, Duero, Guadalquivir and Ebro, among other rivers, would become navigable, with channels among them that would allow Madrid to have a way out of the sea and a river connection with some of the main cities of the country. For commerce, this was an extremely juicy idea between cities and between Madrid and European, Chinese, African and Indian cities. Fourth Lock of the Real Canal del Manzanares Felipe supported the project And he released funds to be carried out, but it was not going to be simple: a slope of more than 600 meters had to be saved and the necessary adjustments first to open Madrid and, later, that the 600 kilometers that separates the capital from the Atlantic coast were completely navigable. HE I would continue The route of the river and They would create 10 locks between the Toledo bridge and the Vaciamadrid jetty, many for a distance of just 20 kilometers. The capital would join with Aranjuez and, through the Tagus, it would have an exit to the Atlantic by Lisbon. A road was also projected to Seville. He did not set. Although the works are They started Among the Madrid and Alcantara Madrid nuclei, the money was not unlimited and the cocktail of technical difficulties, issues with private properties and, above all, The financing of the invincible Navycaused the money to be redistributed and the interior navigation project was saved in the drawer. He also influenced that, in 1588 Antonelli died and, in 1598, Felipe would. Madrid with double exit to the sea Later it was tried to recover, but the decisive moment came under the reign of Carlos III. Businessman Pedro Martinengo took the witness and presented In 1769 the project to recover the ambitious plan of Felipe II. The construction began in 1770 when Carlos III approved the proposal and the initial funds were in charge of Martinengo himself and private investors he had gathered. Under the direction of the businessman, the project advanced completing eight of the ten planned locks, but the costs were being tremendous and ran out of funds to continue. Martinengo had ruined, but Carlos III liked the projectso bought and thus officially became the Real Canal del Manzanares. The tenth lock Nor do we think that the monarch invested too much: he maintained what there was. Nor is it that he caught the economy at its most buoyant time and the river itself was not the most appropriate for navigation, since it needed water transvases to be able to operate correctly. Some companies were established, such as furnaces, but the channel was being underutilized. With Carlos IV, the thing didn’t improve either. Again, invested just as to maintain it, But in 1799 the disaster arrived: strong rains took part of the Gasco dam, a new construction on the Guadarraman that was the one that was taking the money. Another lock This set of misfortunes, and seeing that the Manzanares channel had been stagnant decades without contributing what was promised, caused the abandonment of the project until the arrival of a Fernando VII who tried to recover it, building the ninth and tenth lock and carrying the work until the vicinity of Vaciamadrid. But the work was not finished. Progress arrived Upon stopping, the channel was degrading, but the last nail in the coffin was the passage of time. In the time of Felipe II, the project could make sense. With Carlos III too, but already entered the 19th, things had changed a lot. The development of roads and, above all, the arrival of the railroad made the priorities change. Why keep investing a fortune to open Madrid to the sea when there were faster than the ship to transport goods? Apart from what The Manzanares channel looked like a money background wellin 1851 the Aranjuez train was inaugurated and, although with Isabel II some boats had sailed through the channel, in the second half of the 19th century it was decided to cut the tap of the funds. When not staying and being water is for a long time, health problems began to appear. The channel became a danger and, although maintenance work began again, around 1860 it was decided Cancel Definitely the pharaonic project. The irony: the railway bridge over the Manzanares … Read more

SMR reactors are the great promise of nuclear energy. The United States pilot project has failed

Fission energy based on small modular reactors (SMR) is the great promise to complement renewables in the energy transition. But the failure of the first pilot project in the United States has highlighted the economic challenges that could stop its development. The advantages of SMR. With nuclear fusion energy in diapers, the promise of a safer, cheap and efficient fission nuclear excites political leaders and technological equally. SMRs have clear benefits regarding conventional fission reactors: they are Compact unitsdesigned to be manufactured in series; Therefore, in theory, they can be transported and assembled rapidly, adapting to different locations to integrate into the electricity grid together with intermittent sources, such as solar panels and wind turbines. The Nuscale case. With their compact size and modular design, SMRs should considerably reduce the cost and construction times of large nuclear reactors. However, reality proved to be more complicated For the first pilot project in the United States. The Nuscale project, developed by the Nuscale Power company for small Utah communities, was canceled at the end of 2023, when it was supposed to be inaugurated, due to its crazy cost overruns. It had been projected in 2015 with 12 reactors capable of generating 600 MW of power for 3,000 million dollars. By 2023, The planned capacity of the plant had been reduced to 462 MW and the estimated project costs had climbed up to 9.3 billion dollars. He became unfeasible. A scale problem. Despite their modular nature and the aspiration to produce them in series, SMRs are an emerging technology that does not have the advantages of the scale economy, as renewables do. A German report He revealed that SMRs remain the most expensive option against renewable technologies, whose costs continue to decrease This already happened with conventional nuclear energy. A 2014 study He revealed that 180 nuclear projects analyzed, 175 had exceeded their initial budget with an average overrun of 117%. The SMR can be expected, at least initially, also raise the cost per megavatio compared to other more settled options. Many interested. Despite these financial challenges,The industry sees potential in SMR. Giants like Google, Microsoft and Amazon They have announced agreements to acquire energy from future projects of modular reactors of companies such as Kairos Power and X-Energy. These investments, driven by the energy consumption of artificial intelligence, could provide the financial impulse that the industry needs to solve long -term economic problems, with the expectation that costs decrease as more projects are built. Image | Nuscale Power In Xataka | Europe does not want to lose the SMR nuclear reactors train. This is your formula to deploy them in 2030

Almost all big technology companies have failed in China. Not an unknown Indian company: InMobi

Today, there are few global Internet companies that have managed to prosper in China. The Google search engine and other products from the American giant were no longer available in this Asian market more than a decade ago. amidst controversies over content censorship. Something similar happened with platforms like FacebookX (Twitter) and Amazon. However, InMobi has managed to make its way where many others have failed. It is an Indian company that operates at both ends of the advertising ecosystem. Advertising agencies and brands turn to it to help their ads reach mobile device users. Developers, for their part, monetize their applications and games by facilitating the integration of ads managed by InMobiwhich also collects data to refine its products. How to conquer the second largest mobile advertising market in the world Founded in 2007 in Bangalore, from the beginning it aimed to go beyond its country of origin because a large part of Indians still used basic mobile devices. The main markets of its business niche were in United States and China, scenario that hasn’t changed much since then. So he decided to bet first on the North American country and then for the Asian. After obtaining millions of dollars of financing backed by SoftBankInMobi decided to directly enter the world’s second largest advertising market in 2012. The Indian company not only aimed to offer advertising services for local clients, but also to become a bridge for US clients looking to have a presence in China. The company picked it up in a study published a year later of its arrival on the market. understand the Chinese cultural characteristics and the specific reasons driving user behavior was key to the business. InMobi grew steadily over the years until reaching the profitability of its global business in 2017. By the time it reached that milestone, its revenue in China had grown 15 times over the previous three years. InMobi quickly became the largest independent mobile advertising platform in the world. In 2017, this firm’s advertising network reached between 80% and 90% of Chinese smartphones. The service offering allowed clients to place advertising in more than 37,000 applications, reaching some of the most famous in the country. According to Jessie YangCEO of InMobi China, many foreign players failed in the Chinese market because They did not act quickly enough to adapt. On the contrary, his company outlined a plan according to the needs of the Asian market and did not hesitate to be completely flexible to adjust it along the way. One of the phrases that usually accompanies their press releases is “Think from the user’s point of view”. InMobi’s philosophy repeats: “Think from the user’s point of view.” InMobi’s success in China has given rise to numerous analyzes of the keys to its achievement. Some of them rescue very interesting elements. For example, the company was able to understand the Chinese market. To achieve this, he hired local staff, including Jessie Yang, who had worked at a reputable consulting firm. He also carefully studied the Chinese market, identifying trends and trying to stay one step ahead. At first he took advantage of his presence in other countries such as the United States to work alongside Chinese giants like Tencentthe creators of WeChatto get clients in international markets. Last but not least, he cultivated local partners. China has very strict rules for foreign companies that want to operate within its borders. But tell it to Blizzard and its tense relationship with NetEase. InMobi worked to have good synergy with local firms such as FuguMobile. Once its reputation was established, InMobi began working with large American companies such as Microsoft. Why other foreign companies have failed in China After learning about InMobi’s achievement in China, the question arises why other foreign companies They have not had the same fortune. Some of the reasons have been made evident in the previous paragraphs, but let’s delve a little deeper into this aspect taking into account the very interesting analysis which former Silicon Valley Bank CEO Ken Wilcox did a while back. Launching into the Chinese market without a local partner is practically a leap into the void. No matter how big the corporation is that dares such a feat, the most common thing is to choose to set up a joint venture. And it is precisely here where the first great challenge appears. Companies usually have different final objectives, which ends up generating conflicts and, in many cases, failure. Another great challenge is the cultural barrier, and especially the concept of “guanxi”. This system, based on building personal relationships through trust and mutual obligations, is key in Chinese business. For foreign companies that do not master this dynamic, moving in this field is complicated, especially when some practices may seem directly inappropriate from a Western prism. The Chinese regulatory environment is often another problem, and one of the main reasons why foreign companies need local partners. It depends on the type of business, but companies typically need a variety of licenses to operate, plus they must submit regular reports to regulators, which adds an additional operational burden. Finally, companies must coexist with the constant presence of Chinese Communist Partywhich has considerable control of the businesses carried out in the country. Wilcox explains that Western companies are not usually used to this type of dynamic. Images | InMobi | David Veksler | Alejandro Luengo | HaziiDozen In Xataka | China investigates whether the US CHIPS law harms its companies: the mature semiconductor market is at stake

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