Maq Masi Blog

When Villagers Build the Future through Shared Hands, Hope, and Risks

A case study of Morbi’s entrepreneurial rise and the Pani Foundation’s volunteer-driven water movement

In the quiet corners of rural India, two remarkable movements, one industrial, one ecological have redrawn the boundaries of what is possible when people work together. Not through external investments or elite innovation, but through shared hands, collective belief, and the willingness to take risks together. This is the story of Morbi in Gujarat and the Pani Foundation in Maharashtra. Two distinct missions, one building global industry from clay, the other drawing water from parched earth but each rooted in a single idea: when villagers come together, they don’t wait for change. They make it.

Morbi’s rise from farmland to factory floor began in the 1980s, when Patel farmers, free from central taxation on agricultural income under Section 10(1) of India’s Income Tax Act, began pooling their savings to invest in industry. Each tile or clock unit cost ₹50–100 crore (around £5–10 million GBP) to establish, yet rather than seek bank finance or government capital, 20–25 partners—often relatives or neighbours—shared the investment and divided the labour. This wasn’t charity or enterprise in the formal sense. It was survival and ambition, jointly owned. Today, Morbi produces over 2 billion square metres of ceramic tiles annually, capturing 90% of India’s tile market, with exports worth ₹15,000 crore (£1.5 billion GBP) to over 163 countries. Additionally, Morbi manufactures approximately 55 million wall clocks each year, holding 75% of the national market, showcasing its dominance in clock production. The cluster model, with over 800 factories operating within a 60-kilometre radius, fosters efficiency through shared suppliers, transport routes, and workers. Each partner assumes specific roles, creating flexible and resilient operations without rigid hierarchy, ensuring risks are common but divided.

Meanwhile, in Maharashtra, the Pani Foundation, founded by Aamir Khan and Kiran Rao in 2016, has been addressing the state’s chronic water scarcity. Through its Satyamev Jayate Water Cup competition, the foundation mobilises villages to implement water conservation techniques such as building check dams, desilting water bodies, and afforestation. By 2019, over 4,700 villages had participated, with over 130,000 volunteers, known as Jalmitras, contributing to conserving a total of 550 billion litres of water annually. This initiative has not only made villages water-secure but has also led to increased agricultural productivity, with many villages achieving three harvests per year and becoming tanker-free, impacting the lives of thousands.

What binds these two seemingly separate movements is a deep cultural intuition—that progress is not delivered from above, but constructed together. In Morbi, the entrepreneurial spirit thrives on community collaboration, where risks are shared, and rewards are collectively enjoyed. Similarly, the Pani Foundation empowers local communities to take charge of their water resources, fostering a sense of ownership and sustainability. Both models demonstrate the power of local empowerment and innovation. Morbi’s industries constantly update their designs and technologies, from digital printing to solar power, to stay competitive, while the Pani Foundation demystifies complex hydrological concepts, training farmers to map aquifers and design low-cost watershed systems using local materials.

External support has played a crucial role in both cases. In Morbi, the Gujarat government supported gas subsidies, reducing prices to Rs 29 per SCM in 2015, and infrastructure access, such as capital subsidies of ₹35 lakh (£42,000 GBP) per unit through the Aatmanirbhar Scheme. But none of that would have mattered without the readiness of the community to co-invest. The Pani Foundation has received backing from Tata Trusts, Reliance Foundation, and individual donors like Rajiv Bajaj and Deepak Parekh, with funds used for administration, training, and prizes, though exact spending isn’t public. However, the success of both initiatives lies in their ability to mobilise and sustain community participation, ensuring that the benefits of progress are shared equitably.

Of course, neither model is without friction. Morbi faces rising energy costs, global competition, and scrutiny over environmental practices, while the Pani Foundation depends on consistent rainfall and sustained community mobilisation. Some critics argue Morbi’s success is still too caste-bound, and Pani’s visibility too reliant on celebrity. But both models persist and adapt—not through rigid plans but by being deeply embedded in community rhythm.

The miracle is not the tile or the tank. It is the village that decided not to wait. The partners who signed no contract but carried equal weight. The volunteers who dug through cracked soil knowing they would not be paid, but believing they would be free. For entrepreneurs and social workers, the lessons from Morbi and the Pani Foundation are clear. First, leverage community networks to share risks and resources, as seen in Morbi’s shared investments and the Pani Foundation’s volunteer labour. Second, focus on sustainability by building on local strengths and knowledge, whether it’s Morbi’s use of local clay or the foundation’s training in watershed management. Third, innovate continuously to adapt to changing circumstances, like Morbi’s shift to solar power or the foundation’s creative competitions. Fourth, seek strategic partnerships to amplify impact, as both have done with government and trust support. Finally, ensure that the benefits of progress are shared equitably among all participants, fostering collective dignity and economic returns.

In conclusion, whether it’s building a global manufacturing hub or conserving water in drought-prone areas, the key to success lies in the hands of the community. When villagers come together with shared purpose and collective action, they can achieve remarkable feats, transforming their lives and inspiring others to follow suit. Let this be a model for our times. Not charity. Not command. But shared hands, shared hope and the courage to carry each other’s risk.

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