team academy presentation_first_days brazil 2009
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Valtteri Melkko Co-operative Cashmir
Henna KääriäinenEx co-operative Jalostamo GrooveNow Monkey Business
Sanna TossavainenEx co-operative SereganNow Entrepart
DAY 19.00 Presentation of participants9.30 Presentation of Finland9.45 Flash presentation of TA + visualisation
exercise10.15 Break10.30 Team Academy now and in the future
– our learning stories11.45 Learning Cafe – Learning Contracts 12.45 Lunch13.45 Wake up 14.00 Learning tools of TA15.00 Break15.15 Applying the learning tools of TA in
different environments - practice16.15 Motorola of the first day
Finnish people
-SISU - perseverance and stubbornness-honest-working moral is high-bitter, envious and melancholic-“Doing together” attitude in many small towns-Finnish-Swedish tight community-innovations and technologies highly valued-nature is important-international -well educated-reflections before actions-humble
Land and Population
-population 5.325 million -languages Finnish 91.51%, Swedish 5.49%, Lappish 0.03%, Russian 0.80%, other 2.17%-religion Lutheran 82.5%, Orthodox 1.1%, other 1.1% (15.1% have no religious affiliation)-a parliamentary democracy-president is Ms. Tarja Halonen-parliament with 200 members and government with 20 ministerial posts
History
-1155 Finland becomes part of the Swedish realm -1809 Finland is handed over to Russia by Sweden and becomes a partly autonomous Grand Duchy under the Russian Emperor -1917 Finland's declaration of independence on December 6, 1917 -1919 The present constitution is adopted and Finland becomes a republic -1955 Finland joins the United Nations -1995 Finland becomes a member of the European Union -2002 Euro banknotes and coins enter circulation
Infrastructure
-mobile phones: over 100 percent; over 6.4 million subscribers-internet: more than 75 percent of Finns use internet regularly or occasionally; for those under the age of 40, the figure is 100 percent.
Economy
-unemployment rate 7,6% in February 2009 (6,4% in February 2008)-main industrial products: Paper and board, electronics and metal products, chemical products
Main origins of Finland’s import in 2008
Country of origin
Share %
Change %
Russia 16,3 +21Germany 14 +3Sweden 9,9 +5China 7,0 -2UK 4,1 -11Netherlands 4,2 -4USA 3,0 -8
Main destinations of Finland’s export in 2008
Destination Share %
Change %
Russia 11,6 +13Sweden 10 -7Germany 10 -8USA 6,3 -1UK 5,5 -6Netherlands
5,1 -8
France 3,5 -2
The Crisis
-weak demand in export markets a sharp decline in industrial output-in 2009 the Finnish economy is expected to shrink for the first time since 1993 (predict contraction of the GDP by 5% this year)-Prediction unemployment rate 9% by the end of the year 2009
Beating the Crisis
-a positive entrepreneurial attitude supportive social security system and increasing funding for research and product development business coaching center a new support program for artist entrepreneurs
-innovation strategies, both at national and organizational level-Finnish education system is among the best ones in the world. New innovations are introduced also at this field, for example Team Academy and Aalto University (combining art, business and technology)-combination of H & T (Human & Technology) technology
Four seasons
Food
1. TA flash presentation
2. Dialogue in small groups
- Share your insights! How do you feel?
VISUALISATION
Take a good position, relax, close youreyes, listen…and THINK.
Break
Team Academy now and in the future
Our learning stories
”Would you like to
travel around the worldtravel around the world
and learn some marketingmarketing
aside?”aside?” -Johannes Partanen 19.1.1993-
FACTS• A special unit for entrepreneurship in Jyväskylä
University of Applied Sciences • 210 credits, 3,5 years• BBA and adult training programs• ~190 team entrepreneurs in 11 team companies• ~200 adult learners • Entrepreneurship rate approx. 30 %• Annual budget 0,5 mil. € payed by Ministry of
Education• The total turnover of the team companies ~1,2
mil. € (2008)• Teams are mainly focusing to marketing, events
and team coaching
Team Development
1. year Team• Changing of mental models• Building the team• Starting a company• Customers and first projects• Friend leadership (flat organization)• Choosing wheter to stay or leave• Coaching – strong support and guidance for the team
• Continuous experiments and staying on uncomfort zone• Financial investment on learning & specialization• Learning contract – finding the focus• Theory and Rocket Model• Training sessions – forum for crystallizing the knowledge• Fusions between the Team Companies• Coaching – observes and is equal with team entrepreneurs
2. Learning
3. Business• Learning relationship with customers• Team in its full potential, the biggest revenues• Improve your strenghts and competences• Vision coming true – trip around the world!• Coaching – external business consultant, gives support for spesialization
Life after Team Academy
• Continuing with one’s team• Creating a new company• Get employed into your network• Coach – business partner & customer
Lunch
Sharing of Learning Contracts
1. Share your Learning Contracts in small groups
2. Each group presents the key learnings for other groups
Learning tools of TA
INDIVIDUAL LEARNING TOOLS
• Learning contract• Training diary• Books and essays• Projects• Motorola -reports• Reflection papers• Portfolio• Belbin team role test• Leadership challenges• Competence programs (leadership, marketing, coaching, innovation)
COMMUNITY LEARNING TOOLS
• Competence programs (leadership, marketing, coaching, innovation)• Dialogue training sessions• Birthgiving sessions• Rocket Model and evaluation• Forums• Community events (Houston calls, Rocket days, Torture days)• Cross-fertilization• Belbin team role test• Informal sharing of knowledge• Friend leadership
COMMUNITY LEARNING TOOLS
• Competence programs (leadership, marketing, coaching, innovation)• Dialogue training sessions• Birthgiving sessions• Rocket Model and evaluation• Forums• Community events (Houston calls, Rocket days, Torture days)• Cross-fertilization• Belbin team role test• Informal sharing of knowledge• Friend leadership
Workshop
Work in small groups
Choose 4 tools you find the most interesting. How can you use them in
your environment?
1. What went well?2. What didn’t go that well?3. What did I learn?4. What should be changed for tomorrow?
MOTOROLA
DAY 2- Singing practice by Andréa- Check-in, thumbs barometry- Zombies vs Entrepreneurs- Break- Leading Thoughts leading the organization
Lunch- Interactive Rocket Model session- Break- Learning Contract update - Deciding and choosing workshops- Feedback motorola
Check in
ZOMBIES VS.
INTRAPRENEURS
Workshop in small groups
• Are we living a life of living deads’ – are we acting like zombies?
• What are the zombies in our working places?
• You have to know your zombie in order to get rid of it – give a form to the zombies you see in your organization!
Use paper, scissors, newspapers, glue, colors... Why not your body?
Next step
Forget about zombies! Leave them behind, destroy them... and transform them into a living people again.
Are there some leading thoughts that could be created for killing the zombie attitude from the organization?
How does this new living person look like?
Break
LEADING THOUGHTSTeam Academy has strong LeadingThoughts
Each individual and each team takes partof creation process of Leading Thoughtstwo times a year
Leading Thoughts help leading theorganization towards the vision
Leading Thoughts are the base of flatorganizational culture in Team Academy
Tool for team discipline
LEADING THOUGHTSWorkshop
What kind of Leading Thoughts related toeducation can be designed around theorganization’s mission?
Tool for creating inspiring leadingHit Mr.:
1. Challenge the process2. Inspire the shared vision3. Enable others to act4. Model the Way5. Encourage the heartJ. Kouzes, B. Posner – The Leadership Challenge
Lunch
ROCKET MODEL
Workshop
• Team Academy’s curriculum • Coach’s tool + team management’s
tool • Measures quality and skills learned• Tool for guiding personal proactivity• Plan for entrepreneurs who want to
develop their business (use a model of business plan)
Measured indicators in RM• Measured indicators in Quality 47 Balanced scorecard
• Annual net trunover of the team company
• Annual turnover of the team company per member
• The average of bookpoints in a team company
• The number of innovation books read (by each member individually)
• Number of customer visits done (since the beginning)
• Number of offers done for the customers (since the beginning)
• Number of accepted offers (since the beginning)
• Number of projects done (and quality of projects checked, A 10 000 euros or more, B 5000 euros or more, C 1000 euros or more turnover)
• Number of customers calculated (and quality of customer relationships checked, A, B C…)
• Turnover created by new products and concepts (since the beginning)
• Number of birthgiving sessions done for the customers (add motorola reports)
• Number of practiced and used creativity methods (add descriptions of all and motorolas of the results)
• The marketing plan of the team company
• The marketing materials of the team company
• Team Company’s plan for the trip around the world – and calculation for how much more money is needed for achieving that goal.
• Each team company can innovate more indicators to present – and all this information can be collected for team company’s portfolio
Arrange following plates to RocketModel. Try to think the order fromPedagogical point of view!
• Offerings• Brand management• Company’s learning• Deep customer relationships• Leadership• Innovation• Individual’s learning• Creating leading thoughts• Potential customers• Community’s learning• Knowledge management• Customers and marketing
Dialogue
Learning by Doing
Portfolio
Learning DiaryLearning Contract
Applying theory into
practise
Books and reading plans
Entrepreneurship
Intellectual Capital
Individual Learning Process
Ideas
Essays
Individual Learning Process, 2 points • We have a habit and continuous process of updating The
Learning Contracts twice a year.
• Learning Contracts of every teampreneur can be found from Intranet updated.
• Reading plans are made and followed. We know how to implement theory from books.
• We have a common habit of keeping training diary both in excel for calculating hours and in notebook for writing ideas.
• Portfolio is updated.
• Every team member has read 80 book points.
”Honestly we can say that we are able to apply theory into
practice. We have a lot of evidence that we have
implemented theory into practice.”
Company
Learning by Doing
Own team entrepreneur community
Changing of experiences
about different business
thoughts and ideas
Team company’s
learning contract
Working through and with one’s
team company
Business model of own
team company
The culture of whole house
Network
Dialogue
Dialogue
Learning by Doing
Training in innovative knowledge community
Dialogue sessions
Giving Birth to new
knowledge
Actualization with the customer
Systemisated new
knowledge from the dialogue
Co-production with the customer
Network
Report new innovations
Ideas
Community
Innovation 2 points We can crystallize our thoughts and ideas
leand into trials.
We have continuously going on 10
experiments.
We have made one innovation in the area
of service concepts or products.
Created concepts have brought us at least
3500 euros profit.
Every team member has read 5
innovation books.
Brand management
Learning by Doing
Brand code
What does our brand
symbolize? (Social
dimension)
What are we thinking of ourselves?
(Psychological dimension)
What is the benefit for
our customer? (Functional dimension)
For what are we fighting
for? (Ethical
dimension)
Leading Thoughts
Brand envelop
Dialogue
Brand management 3 pointsWe actively lead the brand of Team
Academy in the events and at
customers environments in
Finland and outside of Finland.
All of our marketing material is
supporting the image of TA as well
as our own company. (In our
company we show that we are from
The Team Academy)
Offerings
Learning by Doing
Communication
Creation of common area
with a customer
(understanding the offer
together))
Designing offer together with a client
(client dialogue)
Co-creation with a
customer in different
environments and/or
channels
Value creation for customers
Learning relationship
Life long relationship with customer
Dialogue
The Process of Potential Customers
Benchlearning
Co-creation with Customers
Customer Potential
Visits to cusomers and
their companies
Creating Motorola
Organizing visits and sending
Motorolas
Theory on creating customer
tribes
The Process of Customers and Marketing
Brand
Life-Long Customer Relationship
Shared Vision
Dialogue with customers
What is your main message?
Using variety of communication
channels
Creation of best
marketing methods
Marketing process 1 point
We share the message of TA in all out marketing information.
We have made a campaign for 20 potential customers.
We have made 10 offers and done 5 customer projects.
We have business cards and we have done our first brochyre.
The Process of Customer Relationship
Trust
Life-Long Customer Relationship
Increasing customer capital through ecogenesis
Inspiring stories
Creating learning cotract
with customer
Co-creation
with customers
Taking customer into the design process
Deep customer relationships 3 points
We are part of the brand of our customer and create continuously added value.
We know how to leave the heritage of projects for the next generations and we have already given away two projects.
We have co-production and continuous invoicing relation with 5 customers.
Learning Contract Update
• Did you change your mental modelsduring these days?• Did you expand your thinking in thesedays and have some new goals now?• Did you already reach some of yourgoals from the previously done learningcontract? In case you did, make somenew ones!
LEARNING CONTRACTLEARNING CONTRACTby Ian Cunningham
WHERE HAVE I BEEN, WHAT HAVE I DONE?• My background
WHERE AM I NOW?• What are my skills and characters?• What kind of person am I?
WHAT DO I WANT TO ACHIEVE?• What kind of person I want to become?• What kind of skills I want to achieve?
HOW CAN I DO IT? • What kind of learning programs I will use?• Which processes I will go through?
HOW DO I KNOW THAT I HAVE ACHIEVED ALL THIS?
• How do I estimate my learning?• What kind of measures I will need to estimate my progress?
Feedback motorola
• What went well?• What went poorly?• What did I learn and what more do I
want to learn?• What has to be changed for
tomorrow?
Proposals for workshop themes
- Corporate applications- Creating Leading Thoughts- Leadership- Innovation- Team - Learning (company, community and individual- Learning tools in practise- How to stimulate entrepreneurship- How to implement Team Academy model, from where to start?- Rocket Model- Coaching