The document outlines the schedule and activities for Day 1 of a Team Academy event. The schedule includes presentations on Team Academy, Finland, and learning tools. It also includes group activities like a visualisation exercise, learning cafe to discuss learning contracts, and workshops to apply TA learning tools. The schedule concludes with a "Motorola" reflection at the end of the day.
The 8th Dec event focussed on Wellcome Trust as a co-consulting case study and then Explored operating model design. We had some excellent conversations and practiced the application of operating model design to 2 different organisations.
The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references.
The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students.
Contents:
KM 1 – Knowledge and KM
KM 2 – KM Processes 1
KM 3 – Soc.-t. KM Systems 1 / Processes 2
KM 4 – Socio-technical KM-Systems 2
KM 5 – Plan & Control Knowledge & KM
KM 6 – KM and Idea / Innovation Mngt.
The document summarizes information about the Afterschoool Centre for Social Entrepreneurship and its PGPSE program. The 3 year integrated PGPSE program provides comprehensive training in social entrepreneurship and spiritual entrepreneurship. The program aims to promote entrepreneurship and social development. It has flexible specializations and can be completed fully online or in a hybrid format. The pedagogy is based on top business schools and includes case studies, workshops, visits, and projects.
As summer winds down and everyone starts bracing themselves for another tax season, Email Stopwatch (http://emailstopwatch.com) has got a way to keep things fun in your firm... prepare yourself for the top 77 best accounting jokes.
Warning: this list contains 77 very NERDY jokes. Do not share this article with any non-accountants because they will roll their eyes and make fun of you…
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Team Academy Finland is a degree program that educates team entrepreneurs using innovative learning methods. It was founded in 1993 and has over 600 graduates. Students learn by doing real projects for real customers through team companies they operate. They graduate with a Bachelor's in Business Administration after 3.5 years. The program has had success with over 90% of graduates employed or starting businesses within 6 months and developing over 17 new companies. It uses a coaching model and focuses on team and experiential learning through practical projects rather than traditional lectures.
Documentation from EUBIC Learning Camp that was the final event of a ESF funded project to provide new operation models to enhance univeristy-business-cooperation.
This document outlines the agenda and objectives of a workshop on developing innovation performance for firms and supply chain clusters. The workshop aims to engage participants, discuss what successful outcomes look like, introduce participants to funding opportunities, and practice reflective learning. An icebreaker and innovation exercise are included, as well as discussions on developing needs, setting engagement terms, and administering the program's finances.
A practical introduction to - and overview of - the entrepreneurship journey, based on the ecosystem in Copenhagen area. From a lecture, I gave at Aalborg University CPH for engineer candidates (cand.polyt study) in the 'Entrepreneurship, Innovation & Business models'-course as part of the 'Converging Mediatechnology' track.
The 8th Dec event focussed on Wellcome Trust as a co-consulting case study and then Explored operating model design. We had some excellent conversations and practiced the application of operating model design to 2 different organisations.
The Masterclass Knowledge Management (KM) is a set of six presentations describing and explaining KM via definitions, concepts, instruments and many practical examples, insights, stories and exercises as well as links and references.
The material is the result of 25 years of research, consulting of challenging clients, discussions with appreciated peers and communities as well as ten years of lecturing on KM at various universities in Germany and Austria including discussions with many inspiring students.
Contents:
KM 1 – Knowledge and KM
KM 2 – KM Processes 1
KM 3 – Soc.-t. KM Systems 1 / Processes 2
KM 4 – Socio-technical KM-Systems 2
KM 5 – Plan & Control Knowledge & KM
KM 6 – KM and Idea / Innovation Mngt.
The document summarizes information about the Afterschoool Centre for Social Entrepreneurship and its PGPSE program. The 3 year integrated PGPSE program provides comprehensive training in social entrepreneurship and spiritual entrepreneurship. The program aims to promote entrepreneurship and social development. It has flexible specializations and can be completed fully online or in a hybrid format. The pedagogy is based on top business schools and includes case studies, workshops, visits, and projects.
As summer winds down and everyone starts bracing themselves for another tax season, Email Stopwatch (http://emailstopwatch.com) has got a way to keep things fun in your firm... prepare yourself for the top 77 best accounting jokes.
Warning: this list contains 77 very NERDY jokes. Do not share this article with any non-accountants because they will roll their eyes and make fun of you…
This list includes tax jokes, accountant jokes, jokes about accounting, actuary jokes and humor that will have you rolling on the floor.
Team Academy Finland is a degree program that educates team entrepreneurs using innovative learning methods. It was founded in 1993 and has over 600 graduates. Students learn by doing real projects for real customers through team companies they operate. They graduate with a Bachelor's in Business Administration after 3.5 years. The program has had success with over 90% of graduates employed or starting businesses within 6 months and developing over 17 new companies. It uses a coaching model and focuses on team and experiential learning through practical projects rather than traditional lectures.
Documentation from EUBIC Learning Camp that was the final event of a ESF funded project to provide new operation models to enhance univeristy-business-cooperation.
This document outlines the agenda and objectives of a workshop on developing innovation performance for firms and supply chain clusters. The workshop aims to engage participants, discuss what successful outcomes look like, introduce participants to funding opportunities, and practice reflective learning. An icebreaker and innovation exercise are included, as well as discussions on developing needs, setting engagement terms, and administering the program's finances.
A practical introduction to - and overview of - the entrepreneurship journey, based on the ecosystem in Copenhagen area. From a lecture, I gave at Aalborg University CPH for engineer candidates (cand.polyt study) in the 'Entrepreneurship, Innovation & Business models'-course as part of the 'Converging Mediatechnology' track.
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This document discusses integrating employability skills into information literacy sessions at Brunel University London. It describes how the subject librarian worked with the Business School to incorporate market research and financial data seminars into an introductory management course. Students research companies in small groups, using databases to find specified information and present their findings. This active learning approach helps students develop critical thinking, data analysis, and presentation skills valued by employers. Feedback was positive, though the librarian found it challenging to relinquish control. Future plans include making lectures more practical and promoting additional training to help students showcase skills to potential employers.
Duke Program for Entrepreneurs (P4E) - Info SessionHowie Rhee
In the Program for Entrepreneurs (P4E), undergraduate, graduate and professional students form multidisciplinary teams to explore potential markets for an innovation, evaluate the viability of a business model, develop strategies for bringing it to market and launching a new commercial or social venture - all in a structured participatory learning environment. This initiative is the capstone of Fuqua’s entrepreneurship educational offerings and is open to all university students. It leverages Fuqua’s academic research, courses and broad community of practitioners to work with entrepreneurs to define, plan, establish and finance new ventures.
http://www.dukep4e.org
This module aims to explore your creative business, and adapting it from an idea into an opportunity. It will also examine the role of marketing research and thoroughly assess key sections of the actual business plan.
2012.08.23 Scandinavian Insights on International Entrepreneurship and Innova...NUI Galway
Professor Svante Andersson, Halmstad University, Sweden presented this seminar as part of a session on Scandinavian Insights on International Entrepreneurship and Innovation at the Whitaker Institute on the 23rd August 2012.
This document provides an introduction to Bora Özkent, the instructor for the New Venture Development course, and an overview of the course plan. Bora Özkent has experience as an auditor, consultant, and entrepreneur in Turkey. The course will focus on innovative entrepreneurship and developing new business models using the Lean Startup methodology. Students will work in teams to design an innovative business model, test solutions with customers, and develop a business plan to present at the end of the course. The goal is for students to gain entrepreneurial skills and capabilities, even if they may not start a business immediately.
The CReATE Toolkit helps cluster managers understand and develop key sectors in their regions. It provides a step-by-step guide to analyzing a region's strengths and opportunities, defining a joint research agenda, and developing partnerships between businesses, research institutions, and agencies. The toolkit has been successfully tested in four regions. It aims to improve collaboration, raise awareness of regional opportunities, and launch real projects. The toolkit guides users through collecting data, stakeholder engagement, strategic planning, and increasing a cluster's profile.
This document summarizes a presentation on internationalization and lean landing approaches for food clusters. The presentation was given by Michael Rottbøll, CFO & Partner of Quercus Group, and Lars Horsholt Jensen, Head of Projects & Innovation at ABP A/S. They discussed traditional linear internationalization strategies and concerns with these approaches. They then presented lean startup concepts for internationalization, focusing on understanding customer needs, developing minimum viable products, measuring outcomes, and iterating based on learning. As an example, they described a case where they helped a small cluster internationalize by involving global mentors to support companies in exploring new export markets over one year.
Feedback from the IMD Club Presidents meeting that took place in Lausanne from 18-20 June 2015 - Attended by Bennie Groenewald Club Tresurer, IMD Club of South Africa
The document provides an agenda and overview for a two-day workshop on leading research and innovation in expert organisations. Day one will cover themes such as culture and leadership, governance models, examples from companies and institutions, and stakeholder relationships. Day two focuses on topics like managing innovation from idea to implementation, new ways of working supported by social media, portfolio management, and reward systems. The workshop aims to provide participants with focused content and group work activities on open innovation practices using examples from companies like IBM, Google, Lego and Philips.
Crazy Town is the oldest still-functioning entrepreneur community in Finland, fully privately funded and operated.
It's a business and innovation community for small KIBS companies and entrepreneurs (not just start-ups).
It’s a place for entrepreneurs who want to:
- use the network as one of their main marketing tool ... develop their business together with other entrepreneurs
- get good working environment in reasonable price
- get energy from other people
Crazy Town is operated by one of its owners, Business Arena Oy. We can help to localize Crazy Town concept for your environment as an individual entity, or as a complimentary element of a business incubator/accelerator or a science park.
For more information: www.businessarena.fi
STeP (Strategy Training e-Platform) targets to develop an innovative and integrated online training programme and platform on Strategic Development, ensuring vocational education for stakeholders of SMEs throughout all sectoral activities via newest learning methods, and is going to be piloted in Turkey, France and Belgium in 2015. This project (STeP – 2013-1-TR1-LEO05-47550) has been funded with support from the European Commission. This website reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
This document provides information about the Entrepreneurship Cell at KLS' Gogte Institute of Technology. It discusses the cell's mission to develop entrepreneurial spirit in students. It outlines events the cell plans to hold such as tech talks, group discussions and interviews with startups. It also describes the selection process for the student leadership team and roles such as faculty advisor, corporate relations manager, and public relations manager. The document aims to promote the cell's work in supporting entrepreneurship.
Empowering SME Innovation - Building internal strengths and external partners...enterpriseresearchcentre
The document summarizes research from the Enterprise Research Centre (ERC) on innovation and business growth.
[1] The ERC is the largest UK research initiative on small and medium enterprises in 25 years, led by Warwick Business School in partnership with other universities. [2] The ERC research focuses on themes like entrepreneurial growth, leadership, financing, and the relationship between innovation, exporting, and growth. [3] The document discusses measuring innovation outputs, the internal dimensions of innovation within firms, and implementing open innovation strategies to create value.
Industry - academia collaboration in practiceEriks Klotins
Eriks Klotins discusses the importance of industry-academia collaboration and provides a 7-step model for effective technology transfer. The model involves identifying real problems within industry, formulating research problems, devising candidate solutions, validating solutions in academic settings, testing solutions in industry through small pilots, and fully implementing successful solutions. Key challenges include packaging academic results for industry and explaining research processes to partners. Industry-academia collaboration is important for addressing real problems, creating innovations, and supporting local job growth and infrastructure.
The document provides information about the ChairEEEE, a European community that fosters entrepreneurial initiatives. It discusses the ChairEEEE's belief that entrepreneurship can drive innovation and social change. The ChairEEEE offers various educational programs to help unleash entrepreneurial potential, including masters degrees, workshops, and accelerating existing startup projects. It has supported over 7,800 students across 6 European cities since 2007.
The 2nd Dec EODF Glasgow session focussed on the Future of Work. I wanted to move the conversation on from "whats" happening in the future to "so what" are the implications for us today by merging a cut down scenario planning process with Galbraiths Star model.
industry and academic collaboration in practice.pptxKevin M. Wright
Eriks Klotins discusses industry-academia collaboration and a 7-step model for technology transfer. The model begins with identifying real problems within a company. Researchers then formulate the problems as research questions and devise candidate solutions. Solutions are tested first in academic settings and then in real-world pilots with industry partners. The goal is for researchers to work with companies to solve problems that are relevant to both industry and advancing the state-of-the-art. Building trust between partners takes time but can yield rewarding results.
Monkey Busineksen® - referenssicase muutosagenttien valmennuksesta suuressa suomalaisessa eläkevakuuttajayrityksessä.
Monkey Business - http://www.banana.fi
"Strategiaverkostossa pelivälineinä ovat visio, tilaisuuksiin tarttuminen, ketteryys, innostus ja ylistys. Perinteiset hierargiat ja prosessit toimivat parhaiten päivittäisessä liiketoiminnassa, ei kuitenkaan monimutkaistumisen ja kiihtyvän muutoksen haasteissa. Tarvitaan käyttöjärjestelmää, joka on ketterä ja verkostomainen." John P. Kotter, Harvard Business School Publishing Corp. / Fakta-lehti Jouluk. 2012 Monkey Business - jatkuvien kokeilujen ja ketteryyden synnyttäjä
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3. DAY 1
9.00 Presentation of participants
9.30 Presentation of Finland
9.45 Flash presentation of TA +
visualisation exercise
10.15 Break
10.30 Team Academy now and in the future
– our learning stories
11.45 Learning Cafe – Learning Contracts
12.45 Lunch
13.45 Wake up
14.00 Learning tools of TA
15.00 Break
15.15 Applying the learning tools of TA in
different environments - practice
16.15 Motorola of the first day
4.
5. 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
6. 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
7. 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
8. 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.
9. 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 Main destinations of
import in 2008 Finland’s export in 2008
Country of Share Change Destination Share Change
origin % % % %
Russia 16,3 +21 Russia 11,6 +13
Germany 14 +3 Sweden 10 -7
Sweden 9,9 +5 Germany 10 -8
China 7,0 -2 USA 6,3 -1
UK 4,1 -11 UK 5,5 -6
Netherlands 4,2 -4 Netherlands 5,1 -8
USA 3,0 -8 France 3,5 -2
10. 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
11. 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
18. ” Would you like to
trave l aro und the wo rld
and learn some marke ting
aside?”
-Johannes Partanen 19.1.1993-
19. 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
21. 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
22. 2. Learning
• 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
23. 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
24. Life after Team
Academy
• Continuing with one’s team
• Creating a new company
• Get employed into your network
• Coach – business partner & customer
32. Work in small groups
Choose 4 tools you find the most
interesting. How can you use them in
your environment?
33. MOTOROLA
1. What went well?
2. What didn’t go that well?
3. What did I learn?
4. What should be changed for
tomorrow?
34. 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
37. 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?
38. 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?
40. LEADING THOUGHTS
Team Academy has strong Leading
Thoughts
Each individual and each team takes part
of creation process of Leading Thoughts
two times a year
Leading Thoughts help leading the
organization towards the vision
Leading Thoughts are the base of flat
organizational culture in Team Academy
Tool for team discipline
41. LEADING THOUGHTS
Workshop
What kind of Leading Thoughts related to
education can be designed around the
organization’s mission?
Tool for creating inspiring leading
Hit Mr.:
1. Challenge the process
2. Inspire the shared vision
3. Enable others to act
4. Model the Way
5. Encourage the heart
J. Kouzes, B. Posner – The Leadership
Challenge
46. • 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)
47. 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
48. Arrange following plates to Rocket
Model. Try to think the order from
Pedagogical 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
49.
50.
51. Individual Learning Process
Intellectual Capital
Entrepreneurship
Portfolio
Dialogue
Ideas
Learning
Learning Diary
Contract
Applying
Books and
theory into
reading plans
practise
Essays
Learning by Doing
52. 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.”
53. Company
Network
The culture of whole house
Own team entrepreneur community
Dialogue
Changing of
experiences Team
about different company’s
business learning
thoughts and contract
ideas
Working
Business
through and
model of own
with one’s
team
team
company
company
Learning by Doing
54. Community
Network
Co-production with the customer
Training in innovative knowledge community
Dialogue
Ideas
Dialogue Giving Birth
sessions to new
knowledge
Report new innovations
Actualization Systemisated
with the new
customer knowledge
from the
dialogue
Learning by Doing
55.
56.
57.
58. 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.
59.
60. Brand management
Brand envelop
Leading Thoughts
Brand code
Dialogue
What does What are we
our brand thinking of
symbolize? ourselves?
(Social (Psychological
dimension) dimension)
What is the
For what are
benefit for
we fighting
our
for?
customer?
(Ethical
(Functional
dimension)
dimension)
Learning by Doing
61. Brand management 3 points
We 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)
62. Offerings
Life long relationship with customer
Learning relationship
Communication
Dialogue
Creation of
common area Designing
with a offer together
customer with a client
(understanding (client
the offer dialogue)
together))
Co-creation
with a
customer in Value
different creation for
environments customers
and/or
channels
Learning by Doing
63. The Process of Potential Customers
Customer Potential
Co-creation with Customers
Benchlearning
Visits to
cusomers and Creating
their Motorola
companies
Organizing Theory on
visits and creating
sending customer
Motorolas tribes
64. The Process of Customers and
Marketing
Shared Vision
Life-Long Customer Relationship
Brand
What is your
Dialogue with
main
customers
message?
Creation of
Using variety of
best
communication
marketing
channels
methods
65. 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.
66. The Process of Customer Relationship
Increasing customer capital through ecogenesis
Life-Long Customer Relationship
Trust
Creating
learning
Inspiring
cotract
stories
with
customer
Taking
Co-
customer
creation
into the
with
design
customers
process
67. 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.
68. Learning Contract
Update
• Did you change your mental models
during these days?
• Did you expand your thinking in these
days and have some new goals now?
• Did you already reach some of your
goals from the previously done learning
contract? In case you did, make some
new ones!
69. LEARNING CONTRACT
by 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?
70. 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?
71. 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