AMMAN, JO

11:27 PM

11:27 PM

11:27 PM

The Currency of Water: Designing with Scarcity

The Currency of Water: Designing with Scarcity

The System for Jordan’s Water Future

The System for Jordan’s Water Future

Strategic Design

2025

Jordan Government

In Jordan, water isn’t just a resource—it’s a currency. It governs our independence, limits our decisions, and shapes our future. As one of the most water-scarce nations in the world, we live with infrastructure that was never built for the realities of permanent scarcity. Every day, homes, schools, and public buildings lose clean water—not because people are careless, but because our systems require them to waste it. It’s built in. Invisible. Post-meter. Normal.

Ask anyone about Birkat Al-Ara’is—once a lush spring in northern Jordan, now cracked and dry after one modest rainy season and an unusually hot spring. It was never a drinking source, but it didn’t have to be. Its disappearance is symbolic: a signal that rainfall, groundwater, and seasonal springs—our traditional water foundations—can no longer be trusted. Not because we weren’t warned. But because our systems don’t respond until it’s too late.

This project starts with the tap—but moves far beyond it.
The Currency of Water: Designing with Scarcity is a strategic design case that proposes a dual-leverage intervention: a device to stop waste before it happens, and a new governance model to make policy move at the pace of risk. By redesigning both the physical infrastructure inside the home and the policy infrastructure inside the state, it creates a system where behavior, institutions, and national strategy finally work in alignment—with scarcity, not against it. This isn’t just about water. It’s about restoring dignity, building resilience, and turning loss into leverage.

Keywords

Water Security

Systems Thinking

Behavioral Infrastructure

Policy Innovation

National Resilience

Governance Reform

Jordan’s water scarcity isn’t a surprise. It’s the predictable outcome of a system that was never designed to handle permanent shortage. For decades, homes, schools, mosques, and public buildings have operated with plumbing logic meant for another era—one where hot water comes from distant rooftop tanks, and users must run the tap until the temperature is right. That wait, repeated daily by millions, quietly wastes billions of liters of treated water each year. The problem? It happens after the meter—invisible to utilities, absent from dashboards, and unaddressed by policy. While governments focus on megaprojects like the National Water Carrier or renegotiating cross-border water agreements, we are leaking water by design inside our own walls. And when infrastructure forces citizens to waste, no awareness campaign can restore trust. Jordan imports more than 50% of its water and faces a drying climate. Yet the contradiction remains: we ask people to conserve while giving them no choice but to waste. This isn’t just a consumption issue. It’s a systems failure.

Exhibit A

Exhibit B

This project begins at the most neglected pressure point: the moment the water is wasted. Our proposal is a dual-leverage intervention that acts at both the behavioral and governance levels. The first lever is ThermoLoop—a passive, non-electric return system that reroutes cold water back to the tank until it reaches the correct temperature. It installs easily, requires no app, and demands no change in user behavior. It simply fixes the system flaw that makes water waste inevitable. But solving a design flaw isn’t enough if the policies that govern water remain rigid, slow, and disconnected from reality. That’s why the second lever is institutional: the National Cabinet for Strategic Water Management (N-CSWM). Replacing traditional ministries with a policy sandbox under royal jurisdiction, N-CSWM is designed for iteration, not stagnation. Powered by AI modeling and real-time behavioral data, it can simulate policy impact, test reforms, and turn feedback into regulation. Together, ThermoLoop and N-CSWM form a closed-loop system—where physical infrastructure and institutional logic reinforce each other to reduce waste and build trust.

The expected impact is large and immediate. ThermoLoop has the potential to save up to 17 billion liters annually—a figure that competes with major infrastructure initiatives, but with faster, cheaper, and more distributed returns. It also reduces energy consumption by eliminating unnecessary water heating. But beyond the numbers is a larger strategic benefit: ThermoLoop is locally manufacturable. It can activate Jordan’s industrial base, generating jobs in fabrication, assembly, and plumbing services. Microfactories across governorates can supply public buildings, create vocational upskilling pipelines, and reduce reliance on imports. And because the device requires no complex electronics, it can scale without global supply chain vulnerabilities. The opportunity doesn’t stop at the border. Similar conditions exist across the Levant, North Africa, and parts of the Gulf. With proper branding, ThermoLoop could position Jordan as a regional leader in climate resilience hardware—distributed through government-to-government deals, multilateral climate funds, or NGO retrofitting programs. This is climate adaptation with economic leverage—a model that begins with a tap, and ends with national strength.

This project begins at the most neglected pressure point: the moment the water is wasted. Our proposal is a dual-leverage intervention that acts at both the behavioral and governance levels. The first lever is ThermoLoop—a passive, non-electric return system that reroutes cold water back to the tank until it reaches the correct temperature. It installs easily, requires no app, and demands no change in user behavior. It simply fixes the system flaw that makes water waste inevitable. But solving a design flaw isn’t enough if the policies that govern water remain rigid, slow, and disconnected from reality. That’s why the second lever is institutional: the National Cabinet for Strategic Water Management (N-CSWM). Replacing traditional ministries with a policy sandbox under royal jurisdiction, N-CSWM is designed for iteration, not stagnation. Powered by AI modeling and real-time behavioral data, it can simulate policy impact, test reforms, and turn feedback into regulation. Together, ThermoLoop and N-CSWM form a closed-loop system—where physical infrastructure and institutional logic reinforce each other to reduce waste and build trust.

This project begins at the most neglected pressure point: the moment the water is wasted. Our proposal is a dual-leverage intervention that acts at both the behavioral and governance levels. The first lever is ThermoLoop—a passive, non-electric return system that reroutes cold water back to the tank until it reaches the correct temperature. It installs easily, requires no app, and demands no change in user behavior. It simply fixes the system flaw that makes water waste inevitable. But solving a design flaw isn’t enough if the policies that govern water remain rigid, slow, and disconnected from reality. That’s why the second lever is institutional: the National Cabinet for Strategic Water Management (N-CSWM). Replacing traditional ministries with a policy sandbox under royal jurisdiction, N-CSWM is designed for iteration, not stagnation. Powered by AI modeling and real-time behavioral data, it can simulate policy impact, test reforms, and turn feedback into regulation. Together, ThermoLoop and N-CSWM form a closed-loop system—where physical infrastructure and institutional logic reinforce each other to reduce waste and build trust.

Exhibit C

Exhibit D

This proposal isn’t just about an invention—it’s a blueprint for how to shift the system. Alongside the product and governance model is a full roadmap for implementation: from legal and regulatory integration, to stakeholder coordination, to phased rollout. ThermoLoop has a regulatory fit—ready to be embedded in plumbing codes, supported by municipal policy, and eligible for public funding or donor support. A national risk matrix anticipates institutional resistance, public skepticism, and affordability gaps, with clear mitigation strategies built into each phase. A 24-month timeline maps every milestone—from pilot manufacturing to national scale-up and export deployment. Stakeholders are aligned across sectors: the Royal Hashemite Court, municipalities, vocational training centers, donor organizations, and local industry all have defined roles. And public communications will shift the narrative: water use isn’t about guilt—it’s about restoring dignity through smarter systems. ThermoLoop becomes a right, not a luxury. N-CSWM becomes a model for agile governance. Together, they form a loop—where behavior, infrastructure, and policy align to protect the one thing we cannot afford to waste. Water is our currency. This system is built to defend it.

Curious about the project thesis? Drop me an email

Curious about
the project thesis?
Drop me an email

Exhibit C

Exhibit D

  • DESIGN, STRATEGY & SYSTEMS.

    DESIGN, STRATEGY & SYSTEMS.

Strategic design reframes problems, reveals systems, and reshapes futures. At ByBelal, it’s how complexity becomes actionable.

Made for Humans, ByBelal

©2025 Amman, JO

  • DESIGN, STRATEGY & SYSTEMS.

    DESIGN, STRATEGY & SYSTEMS.

  • DESIGN, STRATEGY & SYSTEMS.

    DESIGN, STRATEGY & SYSTEMS.

Strategic design reframes problems, reveals systems, and reshapes futures. At ByBelal, it’s how complexity becomes actionable.

©2025 Amman, JO

  • DESIGN, STRATEGY & SYSTEMS.

    DESIGN, STRATEGY & SYSTEMS.

Strategic design reframes problems, reveals systems, and reshapes futures. At ByBelal, it’s how complexity becomes actionable.

©2025 Amman, JO

Adidas

Next

Next

▶▶▶

Work

Work

Adidas

Next

Next

▶▶▶

Work

Work

This proposal isn’t just about an invention—it’s a blueprint for how to shift the system. Alongside the product and governance model is a full roadmap for implementation: from legal and regulatory integration, to stakeholder coordination, to phased rollout. ThermoLoop has a regulatory fit—ready to be embedded in plumbing codes, supported by municipal policy, and eligible for public funding or donor support. A national risk matrix anticipates institutional resistance, public skepticism, and affordability gaps, with clear mitigation strategies built into each phase. A 24-month timeline maps every milestone—from pilot manufacturing to national scale-up and export deployment. Stakeholders are aligned across sectors: the Royal Hashemite Court, municipalities, vocational training centers, donor organizations, and local industry all have defined roles. And public communications will shift the narrative: water use isn’t about guilt—it’s about restoring dignity through smarter systems. ThermoLoop becomes a right, not a luxury. N-CSWM becomes a model for agile governance. Together, they form a loop—where behavior, infrastructure, and policy align to protect the one thing we cannot afford to waste. Water is our currency. This system is built to defend it.

In today’s rapidly evolving business landscape, innovation is a critical driver of competitive advantage, especially for global consulting firms. Despite their vast expertise, these firms often face challenges in fostering cross-unit collaboration due to organizational silos. This thesis presents a comprehensive organizational framework designed to accelerate innovation across various business units within a leading consulting firm. The proposed system integrates artificial intelligence (AI) for project alignment, revamps the hiring process to identify and recruit innovative talent, and establishes an Innovation Acceleration Center (IAC) to nurture and implement groundbreaking ideas. By leveraging cross-unit collaboration and strategic talent development, the firm aims to enhance its innovative capabilities, drive growth, and maintain a competitive edge in the consulting industry.



Exhibit E

Curious about the project thesis?
Drop me an email