1. I) LEARNING CONTRACT OF EACH TA UNIT
1. Where have we been (as a unit/community)?
Brazil TA initiated in 2009 when Senac São Paulo together with Banco
Santander called TA to Brazil to hold a 2-weeks long Team Academy
Experience workshop. As a continuation of that Senac established an internal
team called ”guardians of TA” to work on implementing TA in Senac. In order to
know TA more, Senac made Learning Expeditions to Finland and Mondragon in
2009-2010 and in March 2011 Senac planned an internal Kick Off week for TA
in Senac. It was held during 13th to 17th of June 2011 and it strengthened
Senac’s decision to aim for launching the TA degree program.
The initiative reached multiple groups in Senac: 10 directors, 40 students, 100
coordinators and teachers, 10 partners, 10 core team members. Furthermore, it
was possible to co-create seven pilots concerning actions towards Team
Academy implementation culture and learning.
The process has been all about co-working, both in Brazil and by skype from
Finland and Mondragon. We are working for constructing a strong international
network because there’s clearly a need of collaboration with more than one of
the TA’s in this process.
Now in August to November 2011 there has been a multicultural team of Senac,
Mondragon TA, Finland TA and Partus working on starting the Brazil Team
Academy.
2. Where are we now (what is the situation in team coaching, team
coaches' development plans, number of team entrepreneurs, programs
that are running, facilities, network, what else? See also task 3)
We are now developing the pilots in order to start up a team academy culture in
Senac as an organization. We have some different pilots that were thought
during the kick off week with the whole network hosted in Sao Paulo on June:
Projectos Interativos: its a pilot developing with teachers in order to implement
some of the Team Academy tools and skills in their course so we can start trying
it out in the classroom. the teachers that are part of this program are all going to

2. be introduced to the TA tools and way to do things and two or three of them will
even start the Team Mastery in february in order to be a great support to the
process. This pilot was developed along with part of the professor team and is
now just waiting for the positive answer to continue involving other professors
due to start next semester.
Results: What we have until now is a model of working for the next
semester to start already with the TA way (check Annex 1).
Empresas Juniores: It’s a pilot going on with the students and it has already
introduced the “TA way” and is already giving results. The idea of
implementing Team Academy methods in to the Junior Companies already
working at Senac was to have the closest example on how will this
methodology work in already existing student companies. Team Academy is
bringing them other kind of work habits as well as offering them space to
network and dialogue among the companies. This is optimizing their potential
of business making by creating links between them and the network out side
Senac.
Results: From the beginning of the process until now, the students feel more
empowered and seem more aware of the process they are following. The
internal structure and proceeds have changed giving tangible results such as
the Junior Company manual (that Senac had been trying to get done for three
years). They also realize the strength of the network, the co-creation with
clients, the development of a project and an offer and the importance of team
working not only among your team but also with others. They have started to
develop projects that gather different areas and competences in teams that
involve various companies. At this point, there is an routine set of twice a week
training session along with Team Academy people (Henna, Valtteri and Ana)
and a once a month gather up for Houston Calls that they have already start to
host themselves.
Recursos Humanos: In the HR team of Senac nowadays are two pilots
running:
Desenvolvimento do Nucleo de Educaçao Corporativa:
We have been running a TA pilot with a team of 7 Human Resources
developers. This pilot was based on weekly dialogue training sessions, all
together 8 sessions. Our aim was to experience TA like a team company, and
so we practiced TA like team companies do. The process has been challenging
because TA is different from existing practices of HR. There has been
resistance because we haven't given things ready but proposed always co-

3. creating the sessions. It feels like lacking the concrete applications. However,
the HR team has done book birth-givings, called clients to get better
understanding about their expectations on the HR department’s services,
learned the basics of individual learning in TA and also understood
pedagogically the theories TA is based on: Nonaka’s & Takeuchi's ”Knowledge
Creation Theory” & Peter Senge's ”Fifth Discipline”. The pilot has provoked the
idea of increasing dialogue inside the HR department between different teams
and projects, and that is the most tangible result we have gained.
Young Leaders Program:
In the Leadership Program we have a very open group of 5 team leaders, who
are ready to go deep in thinking. Looking at the process and according to what
they have said, the most powerful learning points this far are:
- The TA style of leadership, friend leadership, coaching style of
leadership
- The culture of dialogue and dialogue sessions
- Process of learning in TA: books, birth-givings
- The power of Leading Thoughts and using them in everyday work
Methodologically, the thing that has proven to work very well in this process is
establishing a captain, a leader of the group, a rotating position, with whom the
process is designed very tightly together. This way the coach gets to know the
reality of their work easier, and the captain is very well prepared to lead the
process onwards, since, most of the methods are very new and require some
thinking process.
There are three challenges currently in the Leadership Program. The biggest
challenge is the group size and people missing in every session. Currently it
seems like some people have some problem committing to the process, but as
a group we have already acknowledged this together and are going to act to it
together.
Another challenge is the shortage of time in the process. The process consists
of 7 contacts of 3 hours each. So the essence of learning and the process has
to captured quite carefully, and the process has to be simplified in order to put
small things in to action.
The third challenge is that many times the group has challenges of thinking
things in a very practical point of view. So for example, if the the assignment of

4. the Birth Giving is to create practical steps for making a change, they might still
create some very general thoughts of the change they want to make. But for
sure this will get better within the process, when they are ready.
 Post-graduation e Desenvolvimento Social: These two pilots are in
process to be designed and will start running in a really close future. In
social projects we have already had two meetings to get to know each
other’s way to work, and we are planning to make a pilot program in that
area while Team Mastery is running in 2012.
 Post-Graduation is still at early planning phase.
During the 3 months pilot process two writing processes are arising too: one is
to translate the Team Academy book in Portuguese that Senac will do and the
other is the final thesis of Valtteri Melkko and Henna Kääriäinen about the
process of implementing TA in Brazil.
3. Where are we going? What is our vision?
Our joint mission is to establish a TA in Brazil and advance TA approach in Latin
America and the whole world. The potential benefits from using this approach to
our communities and to our economies are promising.
Our vision is to change the society by training team entrepreneurs and
empowering ordinary people to do extraordinary things. This process will add
value to the educational offer in Brazil by changing the way to educate
entrepreneurs. We will co-create a development process that can complement
the current models and bring innovation. Our process is based on networking
and social development because we wish to promote cooperation within the
network.
Senac São Paulo has been pioneer in building entrepreneurial culture among
it's teachers, professors, students and employees, thus creating educational
models and stimulating new ideas that bring above positive results to the
organization and the community. The construction of the Senac model is based
on the main methodologies existing in Brazil and abroad, and this makes Senac
São Paulo one of the most important national models regarding to education
and entrepreneurship culture. Today Senac is considered the best
entrepreneurship center in the country.

5. Senac's commitment and brand values are to enable individuals to develop their
competences with the support of scientific and technological knowledge so that
they can understand, live, deal with and transform their lives and their social
practice through their participation in the community. This is very well aligned
with Team Academy's practices and so we want to work together.
For this reason Senac wants to take care of the brand and quality of the TA
education offer in Brazil based on Team Academy values. The strongest part of
TA process is experiencing the method. Senac wants to be able to offer TA-
based experimental learning in Brazil too. In order to run the programs
respecting the TA way of working, Senac will train team coaches who are able
to implement this culture and values in coaching work and in their projects.
Senac is investing the time and money it demands to experience the process of
team learning and to become team coaches and be able to run the programs in
TA way for the students of Senac.
Senac is a very respected educational institution in Brazil, and every program
Senac offers needs to be aligned with Senac’s brand. Since Senac has decided
to work with TA in Brazil it’s necessary to define what are the rules of using the
brand of TA worldwide.
4. How do we get there?
Making decisions about the business model of TA internationally is important for
Senac to move on. All the points about the brand use and practices need to be
clear. The following steps are in Senac’s agenda:
 Meeting with the manager and the rector for developing the Interactive
Projects and present the needs of the projects.
 Meeting with Santander for closing the Team Mastery groups
 Making the Team Mastery happen
 Continuing of the pilots
 Definition of the Brand use and rights (in Amsterdam)
 Get the support of Partus and the rest of the International network
stronger and taking out the “initiative” from the BTA name becoming an
active Team Academy
 Exchange of teamsters to work with Senac
 Set and exclusive worker for the developing of Team Academy
 Part time dedicated team (GTTA) with training session once a week

6.  Train Senac’s staff that is involved in the process of setting TA inside the
organization
 Intensify the projects and the action with the partners
 Find and co-create new projects
5.How do we know we are there? (measurement, successes...)
Team Mastery develops (starting February 2012) and the coaches graduate
successfully
Forming teampreners (starting and finishing a graduate degree program)
Senac is officially an active part of the Team Academy international network
Implementation of the Team Academy culture inside Senac on teachers,
students and staff.
II) REFLECTIVE QUESTIONS
1. Customers:
- Co-workers:
- HR workers
- professors
- Students:
- junior companies
- projetos interativos
- other students in campus (related to business administration course
and entrepreneurship projects)
-Others:
- small entrepreneurs
Value proposition:
Team Entrepreneurship
Team Learning
Team Coaching
Creating a culture of dialogue
Friend Leadership
New Model of Organization
New Way of Building Offers

7. 2. Tiimiakatemia Learning Network's Leading Thoughts. What do we stand
for, your ideas about where we are going? Shared mission and vision?
What do we stand for?
We stand for team entrepreneurship and creating:
PRIORITY (for Senac’s development of the projects):
 A document of guidelines and rules of collaboration
 A business model for the development and leadership of the network
 Process of Team Coaches training
Others:
 International collaboration, cooperation and support
 Co-creation within the network
 Transparency in the decisions & actions
 Rules for the decision taking and action planing
 Voting rules (1, 2 or 3 start rate?)
Where we are going?
 For the first time creating international TA network guardian team
 Co-create the TA's all around the world
 First time out of European barriers: process of wider internationalization
 Create a BUSINESS MODEL to facilitate the process of new TA to be
born in the whole world (real document)
Shared mission?
 Empower people follow their dreams and create opportunities for
themselves
 Give everyone a chance to know that another way of education is
possible and that they can choose to take it or not
 Differentiated diploma from the TA education
 Exchanges of teampreneurs and coaches in a simple way all around the
world
 No boundaries
Shared vision?
 Creating a society of dreams and possibilities, with no boundaries

8.  Transform the educational norms of higher education to accept that
learning by doing is a way to learn that brings high professional results
 Transform the society by team entrepreneurship
3. How should TALN work and how should it be lead?
The network should be lead by the association that is owned by all the TA’s in
the world.
Model proposal in the picture.

9. A board of TALN should be formed by international representatives who work
locally in different TA’s around the world and would travel between the different
TA’s working on guarding the quality. The position in the board would last 1-2-
year-long, and the members should apply and be chosen for this position.
Board would work according to the decisions taken at the TA Association.
The TA units that are part of the Association will pay an annual fee to be part of
it.
All the partners of TALN need to inform and be informed about the actions that
cause competition for local TA’s. TALN partners need to have a possibility to
agree together worldwide or to decide locally the best actions for guarding the
brand in the local market.
4. What kind of help and support is needed in Tiimiakatemias and amongst
team coaches?
- Traveling members support (the board?)
- Junior and coach agents locally supporting especially TA in development (like
Henna, Valtteri and Ana did at Senac)
 Establish a system for this exchanges: who will pay, what’s the
structure behind it...)
- Local support of the Team Mastery (at least in the area / continent)
- Language support
Anyway, it is hard to imagine a clear answer because we have these doubts:
Is team coaches training run by the international TA ”company” or is it run by
Partus always? Who gets the royalties for training team coaches, TALN or
Partus? What do you have to do to be able to be a TA? Who can use TA brand?
How much does it cost to become TA and keep running as a TA? Who can
coach TA programs?
5. Nurturing the Tiimiakatemia brand: When can you use Tiimiakatemia
name? What must be in shape to be licensed to use Tiimiakatemia name?
The Team Academy brand can be used for free and with freedom by all the
members of the TA Association who pay the annual fee. In the case of the TA
units that are in the process of becoming part of the Association, they can also
use the brand but they have to ask for the right to it for every action they do with
TA before being part of the Association.

10. We still have some questions such as: Who will register the brand TA in each
country - Partus or the local partners? And how about the relation to the
universities, in case the brand is owned by private company?
III) BASIC INFO AND BUSINESS PLANNING
Business planning coming soon!
CURRENT STATUS
Founder(s): Senac Sao Paulo
Established: Not yet stablished but building in the way since 2009
Type of organisation: A private non-profit institution, Senac – National Service
For Commercial Education – Regional Administration for São Paulo State.
Senac was created to provide professional qualification for adults and
vocational training for young apprentices. Senac São Paulo is one of the most
comprehensive Brazilian institutions in its offer of education programs, ranging
from initial to graduate education. It offers diverse and enterprising courses
including open courses, technical courses, undergraduate courses (bachelor’s
and associate’s degrees), graduate courses, research and university extension
in several fields, as well as distance education and corporate services.
Types of programs (and target groups):
Length of programs, part/full-time - to be defined in 2012
No of Teampreneurs: no teampreneurs officially because there’s no official
program yet, but pilot of 3 months in Senac in 2011 has involved 19 junior
entrepreneurs from the junior companies that are team companies.
Team of coaches:Team Mastery Brazil is starting in February 2012. There are
not yet team coaches in Brazil, but currently the team of coaches is formed by
the local agents Valtteri Melkko, Ana Aguirre who are teampreneurs and Henna

11. Kääriäinen, who is a team coach. Mikael Hirvi is the project leader of Brazil TA
from Partus.
No of team coaches taken / taking Team Mastery: 15 from Senac (starting in
Feb 2012)
Turnover (year): 0€ by now since we are not running the TA in Senac yet.
Turnover (year) of team companies (teampreneurs): R$ 100.821,5 = 42 536,01€
Tuition fees: not yet defined
Other sources of funding: to be included in the business plan - coming soon
Current issues, joyful challenges: language, choosing the partners, business
model of TA internationally effecting locally in Brazil, support the local work
while there are no team coaches trained yet...

12. ANEXO 1
Pilot project for the application of the Team Academy methods in the Interactive
Projects (PI) in the Graduation of Administration.
Objective:
Support the students in the Learning by doing, using the active methods based
in the Team Academy way.
Operational Model:
Considering the Team Entrepreneurship as one of the basic elements of the
Team Academy philosophy, at the beginning of the semester the students will
be divided in teams to develop practical (real) projects related to the areas of
study in the program: entrepreneurship and sustainability.
The way of operating along in the semester will be this way:
• PI:
Forming the groups and selecting the activity - the responsible professors
(coaches) will be facilitators in this division process. The students will then
prospect the companies due to develop actions that will add sustainable
value to their clients, considering the economical, social and environmental
view.
Professor - coach – the teachers will follow up the development of the
project along with the students, supporting the context analysis, problem
resolution and decision taking. The expected attitude from this professors is
to provoke the students into proactivity and autonomy thought the training
sessions, that will be hold 8 hour a week.
• Subjects:
The teacher will follow the content program set for the course, they will as well
add the training session method over the semester. Is important to highlight that
there will be a strong relation between the subjects and the activities developed
in the PI.
• Books – a list of books, articles, movies and other materials will be
developed. This will be of required reading and will as well be evaluated
during the semester.
• Evaluation – the evaluation process of the students will have three
dimensions: auto-evaluation of the group, evaluation from the teachers

13. and coaches, and evaluation from the companies in which the projects
were developed.
Results
The expected results are: team learning; personal development and
development of the entrepreneurial spirit; learning by putting the projects in
practice in the real world; autonomy and responsibility of the students; focussing
on results.
Start
• 1st. semester 2012 with the students of LFE of Sustainability
Management.
Needs
• Teachers – Setting two professor-coaches (Helio e Renato) in the PI
subject, with an 8 hours per week dedication. This will be the list of
suggested teacher to teach the other subjects: Elci, Leonardo, Elisabete
Saraiva, André Moreira, José Luis, Donizetti Paiva, and a not yet clear
math teacher.
• Teacher training – the suggestion is for three teacher to be part of the
Team Mastery, as well as a awareness training in the Team Academy
methods and tools for the rest of the teachers
• Sequence of development of the proposal – for continuing the building of
a more detailed proposal is necessary the involvement of the professors
suggested in the list above. The dedication needed will be at least 4
hours a week till the end of the second semester of 2011.
• Partnerships – continue with the already started talk with the Ethos
Institute.
• Final Goal – there is a need to define what would be the final goal/prize
that will motivate the students on the development of the activities.