Unleashing the Energy @MTA Ecosystem Vision

Unleashing the energy
Vision and roadmap
@MTA ecosystem

This document presents the result of the strategic exploration done
by MTA with the team of Ideas for Change. The aim is to define a
strategy for scaling the impact generated by the organization. As a
result of this process, we have defined a generative strategy that
allows MTA to set a solid ground and get ready for scaling.
In this document we propose:
I. Strategic framework that unbundles the MTA programs and provides a new way to understand the MTA ecosystem.
II. Key findings of the Pentagrowth workshop. Including: the formulation of the impact in terms of KPIs, a selection of the ideas
generated by participants and the elements identified as critical to be developed before implementing the scaling strategy.
III. Proposed strategy that introduce more energy in the system by recombining existing resources and activating factors that have
great contributive potentials.
IV. Projection of new opportunities opened as a result of implementing the proposed strategies and how they contribute to
generating the impact defined by participants.
Unleashing the energy @MTA ecosystem
About this document

Phase 1 Phase 2 Phase 3
Framing
Research process that facilitates the
deﬁnition of the strategic framework.
Note: All the documents mentioned can be found in the shared folder “Documentos de referencia”.
Only the administrators of the folder can share the content with third parties.
The results of this project are based on a process that is structured in 3 phases:
Co-creation
Co-creation workshop conducted with a
group of 16 people of the MTA network
and some external participants invited
by Ashoka.
01. Impact innovation
02.Strategic framework
03. Internal abundance
04. External abundance
05. Virtuous combinations
A1. Impact goals
A2. Unbundling the organization
A3. Exploring the ecosystem
A3. Use cases
A4. Newspaper of the future
Development
Research for the reﬁnement of the
opportunities generated
Preparation of a report that collects the
results of the previous phases and
projects the key actions in the future.
Current document
Pentagrowth process

Starting point
About MTA
Framing
From Rocket model to Falcon model
Co-designing a scaling
strategy
Formulating the impact
Generation of ideas
Unleashing the
potential of the system
Scaling phases
Get ready for scaling
Reﬂections of the workshop
Our proposal
Table of contents
1 Co-designing the
action plan
Three generative processes
Overview of the outcomes
Idea mapping
Projection
Effects at time 100
Idea mapping
How do we move forward?
2
3
4
5

Starting point
10 years of MTA & Framing
1

Mondragón Team Academy is an international network that promotes teampreneurship all around the world.
Based on the methodology of Team Academy Finland, the founding team of Mondragón Team Academy designed LEINN,
the first official European Bachelor degree on Entrepreneurship, Leadership and Innovation. The first generation of
LEINNers started their graduate program 10 years ago. LEINN is an official program of the faculty of Economics and
Management of Mondragon University (MU).
The program is designed for a group of 18 students to learn, undertake new projects and travel together during the 4 years
of the university degree. During the four years of training, this group is accompanied by a coach who accompanies them
throughout the different learning processes, from travel to the entrepreneurship process.
During these first 10 years of activity, the MTA network has grown thanks to TA-MU Labs (e.g. Irún, Bilbao) and
MTA-Partners labs (e.g. Barcelona, Shanghai, Pune).
Aside from LEINN, new programs have been designed during the past few years (e.g. MINN for professionals, Team
Mastery for becoming team coach).
Starting point
About MTA
Teampreneurs:
blooming ourselves to create glocally radical positive impact together.

Network of partnersThe impact
+1.000
teampreneurs
13 MTA
Labs
97% working 6 countries
Starting point
10 years of MTA

By unbundling the program, we identiﬁed that
LEINN is basically composed of 4 key processes:
➔ TEAM:
Development of team member capabilities and a set
of common habits.
➔ TRAVEL:
Learning journeys done during the program with the
aim to turn students into global citizens.
➔ KNOWLEDGE:
Business management subjects included in the
program.
➔ STARTUP:
Practical experience of generating revenue and
creating a company by students.
Starting point
Framing
TEAM
member & habits
coaching
STARTUP
design &
sustain
mentoring
TRAVEL
global & understanding
hosting
KNOWLEDGE
certiﬁcation &
curiosity
teaching

Starting point
Framing:
Institution
Key Area
Contributio
METHODOLOGY:
TEAM
coaching
STARTUP
mentoring
TRAVEL
hosting
KNOWLEDGE
teaching
certifying
MTA /
LEINN/
Team Academy Fi
METHODOLOGY
18 students who share Time &
Space
MCC
HUMANITY
BUSINESS
CHALLENGES
4 students
Time & Space
PARTNER LABS
PLACE
18 students who share Time & Space
MU
CONTENT
18 students
Time &
Space

TEAM
coaching
Team Academy Fi
METHODOLOGY
18 TS
Starting point
TEAM
The 18 students learn by reﬂecting on the processes they go
through as a team and by giving and receiving feedback from
their colleagues. Students learn how to become team members
and develop a set of common habits guided by their team coach.
➔ Current Structure:
18 students who share time & space (TS) : students meet
together in the same room for the training sessions.
➔ Main Partner:
Team Academy - Finland. They are the creators of
TIimiakatemia and the original providers of team building
tools used to create MTA-LEINN methodology.
This is the most distinctive area of MTA as it is applied in all the
programs they offer.
METHODOLOGY:

TRAVEL
hosting
PARTNER LABS
PLACE
18 TS
Starting point
TRAVEL
International trips that help students have an international
learning experience and develop a global understanding.
18 students who share time & space (TS) : students
travel together to four different destinations during the
undergraduate program.
➔ Main Partners:
Partner labs (e.g. TeamLabs (Madrid y BCN), HBM (MTA
Korea), Florida Universitaria (Valencia), TZBZ (Shanghai,
Berlin, Seattle) & service providers (e.g. TZBZ Travelling
University).
PLACE:

KNOW-
LEDGE
teaching
Starting point
KNOWLEDGE
Although there are no official exams and the program is basically
hands-on, there are a few basic subjects that students take. The
University of Mondragon is the institution that provides the
academic resources, certiﬁcation, and management content for
students.
18 students who share time & space (TS) : students go to
class together.
➔ Main Partners:
The University of Mondragon is the main knowledge
provider of LEINN (certiﬁcation, professors, content…)
and new universities already joined (Xingwei Univ. China,
SKKU Korea, IBERO Puebla (Mexico),....
CONTENT:
MU
CONTENT
18TS

STARTUP
mentoring
Starting point
STARTUP
Since year 1 the undergraduate program is 100% hands-on and
requires income generation from students, creating real projects
& companies.
3-4 students from the same team who share time &
space (TS) : the projects and companies are generally
created by smaller groups of 3-4 students who are all
part of the same team.
➔ Main Partners:
MTA has the willingness to develop an open crown of
new businesses that can bring innovation and support
the development of Mondragón Corporación
Cooperativa. During these 10 ﬁrst years of MTA it’s been
hard to create cooperation opportunities among MTA
and MCC.
CHALLENGES:
MCC
CHALLENGES
4TS

➔ The current model has worked both in MTA-MU Labs as well as in MTA-Partners
labs. The model is robust enough for a LEINN implementation multi-located and
there is a ﬂexible/diverse and consistent reality.
➔ The “company” dimension is the weaker one in the teampreneurs transformative
process:
◆ We do “change making experiments” projects but sometimes only this and
not real business/startups
◆ Type of projects: there are mainly “services”, “body shoping” who is not
scalable or able to be invested.
◆ Type of businesses within the degree and % graduated LEINNers who
continue as entrepreneurs (57% in 2014 - 35% in 2018).
◆ Business strength and “team-cooperation” among MTA graduated
companies.
➔ The high satisfaction of companies who hire LEINN graduates. (check with Riedulab
professional proﬁle + Updating 21 skills)
➔ From the original MTA extended tools, the ones of: “inverstor relationship” (0.05%),
“technical tools (Basic subjects)”, “digital tools & digital business dimension” are the
weaker ones.
Starting point
From Rocket Model to MTA Falcon Model*
*Text taken from the report: MTA World Falcon 1.7

Co-design
scaling
strategy
Key learnings from the co-creation workshop
July, Barcelona 2018
2

The workshop was held at Ashoka premises. Participants
comprise 16 people from different organizations forming the
MTA ecosystem.
On the 9th-10th of July 2018, a co-creation workshop was
conducted with the members of MTA ecosystem with the aim to
design opportunities for scaling. Among all the outputs generated
- which are available here -, we have selected two key learnings
that we consider fundamental to understand and structure the
scaling strategy of MTA:
Co-designing scaling strategy
Introduction
1 Formulating the impact
How do all the players in the MTA ecosystem project the
impact of MTA? The workshop participants deﬁned the
areas of impact and projected how it can become tangible in
the medium term. They proposed a set of KPIs to measure
the achievement of the goals.
Ideas generated
Set of ideas designed by the participants of the workshop.
Building blocks
During the clustering and design phases of the workshop, it
became evident that, in order for the organization to
implement a sustainable scalability strategy, it is ﬁrst critical
to develop core assets. This section presents the building
blocks that constitute the baseline for MTA scalability.
2
3

Education
Ambition to contribute
to transform
universitary institutions
at a global scale.
Summary of 3 impact areas
Society
Ambition to transcend
the university context
and generate impact in
society as a whole.
Business
transformation
Ambition to become an
active transformation
vector within the MCC
group and beyond.
1

Education
1
Ambition to contribute to transform university
institutions at a global scale.
STARTING POINT:
The key contribution made by the original team of MTA was the
ability to certify a non-conventional program (e.g. no exams) by an
official university - MU. Workshop participants pointed out their
willingness to continue impacting in the ﬁeld of universitary
education. However, they recognized the need to make the LEINN
program more accessible. The price at the moment is an important
entry barrier.
NEXT GOALS:
1. To make LEINN program more accessible.
➔ Price
◆ Scholarships
2. To make the teampreneurship methodology available for
any university students in the world.
➔ Number of Integration into other degree programs
(MTA Change Maker lab already in 6 Universities in
3 continents)
Participants working in group to discuss how they
foresee the MTA impact in different areas.

Participants unbundling the coaching function.
Society
1
Ambition to transcend the university context and
generate impact on society as a whole.
STARTING POINT:
During the first 10 years, MTA generated impact mainly within
university education, with some smaller experimentation in the
field of sports (WATS academy) and family context (FamilyINN).
Yet, the real impact of MTA continues beyond university through
the actions of the people who took part in its programs and
become changemakers. However, MTA does not currently track
and orchestrate its alumni community, losing the opportunity to
gather data about the impact generated.
NEXT GOAL:
1. To apply the “flourishing with others” philosophy in other
spaces outside university.
➔ Active alumni community
➔ Dynamic start-up ecosystem
➔ Documentation of impact

Business transformation
1
A workshop participant mapping internal resources
of MTA through the Pentagrowth canvas.
Ambition to become an active transformation
vector within the MONDRAGON “humanity at
work) group and beyond (ASHOKA network,
BCORP,...).
STARTING POINT:
MTA was born inspired by the leading thoughts of JM
Arizmendiarrieta who also lead the foundation of Mondragón
Corporación Cooperativa (MONDRAGON). Although being part of
the MCC group, MTA has not had an opportunity to contribute to
the transformation of the cooperative group. MTA aims to
strengthen the relationship with MONDRAGON and broader
partner devoted to SERVE HUMANITY to seed the shared
business principles in new and innovative business opportunities
worldwide.
NEXT GOAL:
1. To generate new business opportunities for the emerging
economic context, by applying MTA teampreneurship
method and the leading thoughts of MCC.
➔ New mentors
➔ New funding opportunities
➔ New relationships

At the end of day 1, participants
working in group to brainstorm ideas.
Generation of ideas2
Selection of the ideas formulated by the
participants with the aim to achieve the deﬁned
goals:
1. MTA Book:
Writing a book that captured the vision of MTA and
explains how the vision is being realized by sharing the
experience of the past 10 years.
2. Extended community tools:
Establishing a set of tools that help to capture and
organize the knowledge generated by all the different
members of the MTA community (e.g. students,
coaches…).
3. Mondragón Next:
Creation of a new institution that support the start-up
creation process -fuel in the T area of the Falcon Model- by
developing the new relationships and strengthening the
link with MCC.

Participants working on ideas generation.
Generation of ideas2
LEINNx & MTAx:
Enabling pack that allows other universities to include
LEINN within the offering of their bachelor programs.
Licensing the program would allow to accelerate the
scalability of the program.
Design programs & modules
Instead of programs elaborate modules based on the
methodology that can be easily integrated in other
degrees.
Team coaching applied to other ﬁelds
Create an offering of team coaching services for other
types of organizations (e.g. NGOs or sports teams).
Training pills for businesses:
Knowledge pills derived from the experiences and content
of the students.
Communication channels among lab:
Deﬁnition of communication channels that facilitate the
exchange of content and tools among the labs, while
enabling collaboration and facilitating learning between
labs.
5.
6.
7.
8.
9.

Unleashing the
potential of the
system
3
1 ➞ 10

In the co-creation workshop, it arose the fact that some critical areas to scale the activity of MTA are not
yet fully developed. Therefore, it emerged the need to break down the scaling strategy in three different
phases with aim to include short/medium term goals that would help MTA develop the building blocks
required to deploy a scaling strategy.
(next 12-18 months) (MTA 2020)(2009-2018)
Unleashing the potential of the system
Scaling phases
10 ➞ 1001 ➞ 100 ➞ 1
Get ready
for scaling
Scaling
the impact
Showing
the potential

Institution
Development of an
independent entity whose
ultimate goal is to support and
develop the system of
relationships value creation
that today constitutes MTA.
Key elements to develop:
● System economics
● Partner Labs
● Brand strategy
Each of the building blocks includes a set of key actions that need to be
implemented within the next months before scaling.
Get ready for scaling
Knowledge
Capacity to structure,
synthesize and communicate
the know-how generated from
the 10 years of experience in
the ﬁeld of team creation.
● Certiﬁcation
● Data capture
● Co-modular programs
● Situated knowledge
● Knowledge pills
Community
Establishment of the
communication channels that
allow to multiply the number of
exchanges and relationships
among the MTA ecosystem.
● Student producer
● Alumni agency
● Coach revenue
● Student sponsors
MCC & Corps
Setting up a tighter
relationship with
MONDRAGON Corporación
Cooperativa (MCC) & extended
networks (ASHOKA,
BCORP,...).
● Services: team coach *
learning journeys
● Partnership: Business
impact group

➔ The system is running out of energy
◆ All agents involved have gone out of their way to achieve the actual success.
◆ But they cannot sustain their level of commitment without returns.
➔ Energy is focused on the extremes
◆ Founding team is more a pioneer team who likes to explore new opportunities.
◆ Critical functions and roles don’t attract commitment.
➔ Assets and knowledge are being developed by
each agent independently
◆ Valuable actions are dispersed: newsletters, success stories,..
◆ The system cannot take advantage of the integrated capacities of the whole.
➔ Success is shared but still not shareable
◆ No data // No structured processes or knowledge // No accumulated learning.
◆ Cannot (yet) be packed and shared to scale.
Reﬂections from the workshop

➔ Provides more energy than it takes to most agents involved
➔ Leverages on existing system assets and activities
➔ Can be tested, reﬁned and deployed short term
➔ Oriented towards augmenting system value and agent’s
opportunities
We need a generative strategy that...
Our proposal

Co-designing
the action plan
Where do we want to be?
4

Co-designing the action plan
3 generative processes
Structure KNOWLEDGE
through STUDENTS
Raise ambition of STARTUPS
through CHALLENGES
Sustain TEAM COACHES
through SERVICE PORTFOLIO
10 ➞ 1001 ➞ 100 ➞ 1
Get ready
for scaling
Scaling
the impact
Showing
the potential

Knowledge through students
MTA
Knowledge
through students

Coach through service portfolio
MTA
Coach
through service
portfolio

Start-up through challenges
MTA
Startup
through
challenges

3 generative processes
MTA
Startup
through
challenges
Coach
through service
portfolio
Knowledge
through students

What is the process about?
The student as a knowledge producer: activate students for
documenting and structuring all the knowledge produced by
students and team coaches over the course of the learning
process.
Why does it contribute to the scaling of MTA?
Documenting the processes and activities that comprises the
MTA team-entrepreneurship methodology contributes to
reduce the effort needed to scale and replicate the model.
Moreover, it contributes to relieve the workload of coaches, as
some of the activities can be done by students with less
support from the coach. Also, students will acquire new skills in
documentation and knowledge management.
Structure knowledge through students
Outcomes:
(tangible results produced from the application of the process)
Packaged knowledge.
Knowledge able to to activated:
➔ Toolkit of the methodology: a sort of DIY guide on how
to apply the MTA team-entrepreneurship methodology.
➔ Book that gathers the learnings from the ﬁrst 10 years
of experience.
Tools:
➔ Shared tools to be used to capture knowledge.
➔ Knowledge structure.
New abilities:
Students become knowledge managers. They become aware of
the knowledge creation processes and develop abilities that
contribute to structure and reﬁne MTA knowledgebase.

Effects:
(opportunities and side effects that could rise from the
application of the process)
➔ Facilitates the adoption of the methodology by third
parties.
➔ Increases the value of the MTA brand.
➔ Builds a common narrative among the Labs.
Building blocks:
(each of the process contributes to base the building blocks)
Institution
Knowledge
Community
MCC & Business partners
Structure knowledge through students
How can we start it?
1. Identify the contents that students are already
producing but are not being captured in a systematic
way. Possible knowledge to be structured is:
○ Team learning processes: phases and tools (e.g.
Post-motorola), insights, …
○ Knowledge on management and business:
reading books, videos, ted talks, …
○ See next page for a list of key knowledge tools
of the MTA methodology
2. Deﬁne FORMATS of documentation - PROTOCOLS for
sharing - CHANNELS for dissemination
3. Add what new activities students can do (e.g. writing
blog posts, manage social media accounts…)

Competitive startups through challenges
Raise ambition of the startups created by LEINNERS, by
inviting students to participate in open innovation calls. The
final aim is to create startups that provide solutions to global
societal challenges.
It might be convenient to focus the efforts on a limited number
of challenge/topic (e.g. circular economy) in order to gain depth
and build network of contacts, as well as raise MTA visibility.
The challenges/topic can vary on a periodic basis.
One of the current challenges faced by MTA is to raise the level
of ambitions of the start-ups created by students (see page 14).
Participating in open calls requires students to develop projects
that are competitive enough to win.
Outcomes:
Competitiveness:
Ideas compete in open calls for projects, therefore, quality of
ideas is evaluated according to market standards.
New relationships:
It allows to open conversations and collaborations with new
agents, e.g. mentors, innovation hubs, funding, professionals
and researchers. Focusing on a specific challenge/topic
facilitates the process of mapping relevant agents in the
ecosystem and establishing new relationships that can help
attracted new and specialized resources.
New knowledge:
To develop solutions in a specific field, students will need to
access knowledge about different domains. Furthermore, it
creates an incentive for students to actively collaborate with
students or professionals from other disciplines who can
provide depth of knowledge.

Competitive startups through challenges
Effects:
➔ Attract new financial resources.
➔ Start-ups success stories (e.g. winner of open calls) can
be used to disseminate MTA worldwide.
➔ Opens the possibility to work with partners specialized
in different fields, who can be invited to become
ChallengeLabs.
Building blocks:
Institution
Knowledge
Community
1. Select a limited number of challenge/topic to which
to focus the efforts in the first trial.
2. Identify open calls or innovation programs that
focus on the selected topic. One criteria for selecting
the program/call is to look if they provide mentoring
support. Example of platforms of challenges:
3. Global level (e.g. Sustainable Development Goals or
Xprize)
4. National level (e.g. Ship2B Labs or Bind4.0)
5. MCC level (e.g. M4FUTURE)
6. Prepare 3rd & 4rth year students to participate in
open calls.

Sustain coaches through service portfolio
Redefinition of the role of coaches to relieve their workload.
Elaboration of a new value proposition to ensure professional
development of coaches and makes sure that there is an active
pool of MTA coaches to support the growth of the system.
Coaches are a core element of team-entrepreneurship
methodology. Nonetheless, the current system is very
demanding with them: high dedication, low projection, need for
complementary income. For this reason, only a limited number
of coaches decide to repeat the experience. The value
proposition made to coaches needs to be redefined in order to
ensure them quality of life and career trajectory.
Outcomes:
Active offering of coaches
Pool of trained coaches available to provide coaching to LEINN
teams.
Coach service support
MTA as an orchestrator of professional market opportunities for
coaches within companies.
Attraction of professional coaches
MTA as a value added methodology for already professional
coaches (e.g. Lego, Tavistock, Team Academy,...), for which the
Team Mastery Certification can be a complementary tool.

Sustain coaches through service portfolio
Effects:
➔ Potential to create an institution and a solid brand in the
ﬁeld of professional team coaches.
Building blocks:
Institution
Knowledge
Community
1. Relieve workload: mentors are mentors, coaches
are not mentors
Unbundle the current role of coaches in
order to identify what activities could be
developed by other professionals (e.g.
start-ups mentors).
2. Develop commercial offering and market
Deﬁne and validate the professional market
for team coaches (value proposition,
service offering, channels, contacts).

Temporal phase: 1 → 10
Structure KNOWLEDGE
through STUDENTS
● PACKAGED KNOWLEDGE
○ Toolkit
○ Book
● TOOLS
○ Tools required to document knowledge
○ Knowledge structure
● NEW ABILITIES
○ Students’ development of new abilities & habits
Competitive START-UPS
through CHALLENGES
● COMPETITIVENESS
● NEW RELATIONSHIPS
○ Mentors
○ Accelerators
○ Funding
● NEW KNOWLEDGE
○ Challenge lab
○ Interdisciplinarity
Sustain COACHES through
SERVICE PORTFOLIO
● ACTIVE GROUP OF AVAILABLE COACHES
● COACH SERVICE PORTFOLIO
● ATTRACTION OF PROFESSIONAL COACHES
Overview of the outcomes

MTA
Startup
through
challenges
Coach
through service
portfolio
Knowledge
through students
MTA book
Extended community with tools
Team coaching applied to
other ﬁelds (service)
Training pills for businesses
(content)
Mondragón Next
Ideas mapping
The graph maps the ideas
co-created by participants
during the workshop.
Each idea shares some
aspects with the generative
processes, potentially
contributing to their
development.

TEAM
TRAVEL
hosting
KNOWLEDGE
learning
MTA START-UP
mentoring
METHODOLOGY
CHALLENGES
MULTIPLY THE NUMBER OF LABS
hosting labs // challenge labs
RISE THE NUMBER OF
EDUCATIONAL FORMATS
Projection
Effects at time 100

The three generative processes are intended to open up new opportunities that leverage on the energy unleashed during the process.
While the generative processes mainly act upon the TEAM and START-UP areas of the framing, their long term effects contribute to the
scaling of KNOWLEDGE and TRAVEL areas. Scaling can be produced in two main ways:
Increase in the number
of educational formats
Through the “knowledge through students” generative process
MTA will be in a position to transform its wealth of knowledge
from implicit to explicit. Packaged knowledge could be easily
recombined to create new educational formats and facilitate its
implementation in different contexts. Moreover, the experience
gained in combining interdisciplinary knowledge to address open
challenges, could help MTA to understand how to develop the
LEINN module. Two educational formats have potential for
growth:
Leinn degree in more universities:
LEINN can easily be implemented in other business &
management universities.
Leinn module in more degree programs:
LEINN module can be created by selecting and recombining
packaged knowledge.
Projection
Effects at time 100
Increase in the number of labs
Documented knowledge about internal processes can be shared
among partner labs, facilitating cooperation without coordination
and potentially the opportunity to open new partner labs
worldwide. Moreover, through the “start-ups through challenge”
generative process MTA will had the opportunity to get in contact
with accelerators and innovation programs worldwide. A network
of challenge labs could be set up in order to support students in
the creation of competitive start-ups and link them with
professional mentors in different thematic area.
Partners Labs in new cities:
provide hosting
Challenge Labs:
provide support and connections to students for the
development of competitive start-ups
1 2

TEAM
TRAVEL
hosting
KNOWLEDGE
learning
MTA START-UP
mentoring
METHODOLOGY
CHALLENGES
MULTIPLY THE NUMBER OF LABS
RAISE THE NUMBER OF
EDUCATIONAL FORMATS
Comms channel among labs
Design Programs &
Modules
LEINNx & MTAx
The graph maps the
co-created ideas that
contribute to the phase
100 of MTA scaling.
Projection
Ideas mapping

We are aware that as these conclusions reach the managing team at MTA new development
opportunities and challenges will have arisen.
Even though we really believe that the system needs to get ready for scaling before facing new
developments without exhausting its energy.
Following this objective we propose to conduct this delivery working session by:
Discussing our proposal and coming to a consensus.
Creating three workgroups, one for each generative process proposed, with clear
responsibilities, leadership, involved team, time objectives and KPIs.
Start a consultation process among partners as how to design MTA institurion/s as an
operating entity
46
Projection
How do we move forward?
1
1
2
3

Unleashing the MTA energy ecosystem:
Thanks!

Unleashing the Energy @MTA Ecosystem Vision

Recommended

Recommended

More Related Content

What's hot

What's hot (11)

Similar to Unleashing the Energy @MTA Ecosystem Vision

Similar to Unleashing the Energy @MTA Ecosystem Vision (20)

More from Jose Mari Luzarraga

More from Jose Mari Luzarraga (20)

Recently uploaded

Recently uploaded (20)

Unleashing the Energy @MTA Ecosystem Vision