1. To the one with the hammer,
everything looks like a nail.
Just as to the one with a skateboard everything looks
like
aride!

2. In our densely interconnected and
inter-dependent world, leaders face great
responsibilities. We are still shaking off the
dust from the last technology revolutions
and now have to drive teams,
communities, and entire economic blocks
amidst the next tectonic shifts of society.
Blockchain, AI, M2M, and the ever more
exciting quantum computing, are knocking
at our door with Girlscout cookies,
promises and a fresh notebook for new
business modeling. But the world aches
with its own market volatility and
geopolitical pains, and organizations are
far from being ready to roll-out.
Too many, too often, are forgetting the
importance of soft infraestructure as
pre-requisite for the succesful deployment
of hard infrastructure.
It seems it was only yesterday that I was
riding the waves of “The Internet
Revolution”. It was the 90’s and I liked to
call myself a cyberpunk. Bellow the
surface of events, performance pressures
increased exponencially and the old ways
of doing things just stopped working.
Companies, economies, markets and
teams caved-in. Some crashed. Those
were humbling and profoundly enlightening
days.
Two years into medical school I realized
that, with a technological revolution at the
gates, business strategy and operations
were best tackled from intersecting
disciplines that better suit living systems
and ecosystems. To endure, scale and
transform or adapt, we had to approach
our business ecosystems as organic and
dynamic.
I then enrolled the business trenches with
renewed commitment and a voracious
interest for complexity sciences (CS) and
biomimicry.
Some 20 years later, biological metaphors
are starting to flourish across all
disciplines. Being used to understand
everything from urban planning and
business ecosystems to policy making and
organizational design.
CS span across disciplines in the physical,
natural and social sciences. Providing
rigorous frameworks to quarrel the issues
we must face in turbulent times:
- How does change and resilience happen?
- Can we alter the patterns of decline?
- How to better predict issues?
- How can leadership be orchestrated with
no direct authority or control?
- Which are the structural pre-conditions of
successful innovation?
The following case studies cover some of
the most rewarding interventions on
strategy and operations that I’ve led, or
co-led, during my 17+ years as a strategy
and innovation practitioner with a focus on
complex socio-technical sectors. I hope
you enjoy exploring them half as much as I
did while engaging in them.
Thank you for your interest!
Dear reader,
MELISSA A. JARQUIN PORTFOLIO
1
Complex
Socio-Technical
Sectors
Public
Service
Financial
Markets &
Entities
Natural
Resources
Telco
Water &
Sanitation
Health &
Pharma
NGO &
Vertical
Clusters
Power &
Infrastructures

3. Contents
2
1. Introduction
1.1. Complexity Sciences Primer. 3
1.2. Biomimicry for Design, Innovation and Sustainability. 4
1.3. Sustainability 2.0 5
2. Public Sector Case Studies
2.1. City of Bilbao and Basque Country. 6
2.2. Madrid, From Green to Alive. 7
2.3. European Single Market. 8
- European Digital Agenda, Industrie 4.0 and IoT. 9
- Energy Union EU. 10
3. Energy & Infrastructure Case Studies
3.1. Repsol 11
3.2. CLH 12
3.3. AEE: Spanish Wind Power Association. 13
4. Telecommunications Case Studies
4.1. Grupo América Móvil- Claro.
- Strategic Balanced Scorecard for Telco. 14
- Analytic Intelligence Solutions. 15
4.2. Telefonica- Movistar.
- Corporate strategy, expansion, and transition. 16
- Innovation: pioneering IoT. 17
4.3. Vodafone Business Services 18
5. Industrial operations and FMCG
5.1. Co-Creating CFAR with Nabisco, Walmart, Procter & Gamble,
IBM, SAP, and Manugistics. 19
5.2. Kelloggs. 20

4. Concepts
A complex system entails many parts
that interact with and adapt to each
other. Affecting their own context and
outcomes. It shows global patterns as
well as emergent-at times
unpredictable- properties.
Complexity scientists find the patterns
and critical points of intervention to
positively influence the system and
guarantee effort economy. Small
actions that prove impactful. That is
Controllability of Complex Dynamic
Systems, a sound path towards wise,
and often cost effective decisions.
Methods
Agent / multi-agent based modeling
are simulations done in a virtual world
with artificial intelligence /smart
agents.
Network analysis is done by analyzing
the maps or meshed relationships /
links among constituents of the
system. Some types of configurations
are particularly stable and some are
extremely unstable or fragile.
Data mining takes place through the
use of massive datasets and analytic
methods that are constantly evolving.
Complexity scientists resort to ICT to
mine, visualize and analyze nonlinear
and discontinuous phenomena.
Small actions or elements that prove
the most impactful.
Scenario models are artificially
constructed, hypothetical models of
complex systems that reflect
their key constituents and dynamics.
Scenario modeling varies the
conditions the systems face in order to
anticipate the effects of various
conditions and to identify policies that
are robust to many likely futures.
Sensitivity Analysis methods allow the
calculation of the degree to which
outcomes would vary in response to
changes in system parameters.
Dynamical systems models are
generally sets of differential equations
or iterative discrete equations, used to
describe the behavior of interacting
Introduction MELISSA A. JARQUIN PORTFOLIO
Traditional sciences or STEM (Science, Technology, Engineering,
and Mathematics) excel at the complicated but find considerate
limitations that make them ill-suited for the complex.
Complexity science (CS) roots in mathematics but is an
interdisciplinary field that spans the physical and life sciences,
the engineering, social, cognitive and behavioral domains.
CS solves the problems that engineering can not.
parts in a complex system, often
including positive and negative
feedback loops. They are used to
enable simulation of, among other
things, the results of alternative
system interventions.
This is how police in California predict
and prevent crime hot-spots.
Scientists in The Netherlands also
pinpoint taxes through the use of such
methods.
Validation of models
Validation of social behavioral models
is critical, but predictive models may
not actually be as useful to leaders
and managers as the existence of
decision-support tools.
That is why, I have developed the
following frameworks and tools to
guide strategy steering and
decision-making, and to embed
critical abilities to a system so it
becomes self-sustaining -autopoietic!
It follows that an
autopoietic machine
continuously generates and
specifies its own
organization through its
operation as a system of
production of its own
components, and does this
in an endless turnover of
components under
conditions of continuous
perturbations and
compensation of
perturbations.
.-Maturana & Varela
“
” 3
Complexity Sciences

5. Concepts
Biomimicry follows a convergence
between biology and engineering,
emerging as a new body of knowledge
that looks at nature’s 3.8 billion years
of evolution as a “design lab”.
Recognizing nature’s, life-conducive,
principles as a base for sustainable
innovation.
Life principles are strategies, patterns,
common to living organisms that allow
them to survive under earth’s
conditions. Better known as
“sustainability design patterns”, they
are fundamental units transferred
from biology to other domains like
technology design and development,
or business strategy. Allowing systems
to operate within restricted living
constraints without creating waste or
irreversible damage to the
ecosystems. On the contrary, they
enrich and sustain the ecosystems.
Introduction MELISSA A. JARQUIN PORTFOLIO
“
”
4
Biomimicry for Design,
Innovation and Sustainability
It is estimated that
biomimicry will represent
$1.6 trillion of the
world’s total output by 2030.
.- Da Vinci Index of Biomimicry Growth, 2015
- Replicate what
works.
- Integrate
creatively.
- Reshuffle
information.
- Define and
redefine problems.
EVOLVE TO
SURVIVE
ADAPT TO
CHANGE
LOCALLY
ATTUNED
LIFE-FRIENDLY
DISRUPTION
RESOURCE
EFFICIENCY
DEVELOPMENT
WITH GROWTH
- Foster diversity.
- Self-Renew.
- Promote
resilience through:
a. Variation
b. Redundancy
c. Decentralization
- Leverage cyclic
processes.
- Use available
materials /energy
- Use feedback
loops.
- Cultivate coop.
relationships.
- Aim at benign
constituents.
- Build selectively
small, measure,
iterate, then scale.
- Low energy
processes.
- Multi-functional
design.
- Recycle.
- Fit form to
function.
- Self-Organize
- Build bottom-up.
- Combine
modular and
nested.
LIFE PRINCIPLES

6. Sustainability 2.0
European SABRE Award for “Best New Consulting Service of The Year 2012”
Introduction
The framework was devised while deep structural
changes, in a densely interconnected context, were
taking place.
We noticed that our practices, distilled over a 6 year
period, allowed our team to detect the trends
towards critical issues, prevent them, avoid them
altogether, or help our clients set in motion teams
that could rapidly dive deep in adjacent
opportunities.
The solution
A faster, flatter approach to strategy building that
takes advantage of the wisdom of natural systems.
Through:
By: Melissa Jarquin
Chief Strategy & Innovation Officer, Inforpress
Understanding complex systems dynamics and
the nature of ecosystems as applied to business
and organizations.
Going beyond traditional accounting, reporting
and measuring methods (hard metrics) to focus
on perdurable value: the structures-soft and
hard- that guarantee the production of the first.
Understanding the deepest drivers of human
and social behavior to drive change.
Building capacity to go beyond mere bottom-up
and top-down approaches, creating resilience
and de-centralized adaptability.
Taking advantage of the latest digital
technologies to accelerate the whole process.
$
E-SECURE
1
2
3
4
5
6
I-MEASURE
DIGI-BLINK
SOCIAL SPRINT
SOCIAL JUMP
SOCIAL XL
Organizational Maturity Assessment: culture | Sustainability maturity diagnosis | Social
Networks Analysis | Controllability of complex networks | Materiality analysis | Digital
footprint assessment | Stakeholder and issue maps | Sensitivity and brand analysis.
Capacity building: organic competencies | Bottom-up construction of vision,
strategy and new structures | Baseline government reinforcement | Threat
prevention plan and roll-out of enterprise-wide response processes.
Ecosystemic stage: stakeholder engagement | Community and
partnership building | Knowledge management | Ongoing capacity
building | Infrastructure deployments | Restructuring and sourcing.
Promotion of ecosystems and dialogue | Communications HuB
Localization and de-centralization through common ethos |
Shared ideation and co-creation of new business models.
Feedback loops:
Integrated reporting and measurement
for decision making | Realtime Business Intelligence.
Real-time, collaborative and AGILE, dynamic
monitoring and steering of systemic interventions.
5
MELISSA A. JARQUIN PORTFOLIO
PUBLIC SERVICE
NGO & CLUSTERS
POWER &
INFRAESTRUCTURE
TOURISM CONSUMER
PRODS. & SERV.
PROFESIONAL
SERVICES
BANKS
FINANCIAL INST.
HEALTH &
PHARMA
MANUFACTURING EDUCATION
ACADEMIA
HI-TECH
HORIZONTALS
E-SECURE
The Road to Business Excellence