"el rol de la universidad en los ecosistemas de emprendimiento"
TRANSCRIPT
MONDRAGON TEAM ACADEMY
"El rol de la universidad en los ecosistemas de emprendimiento"
Aitor Lizartza
VII FORO INTERNACIONAL DE INNOVACIÓN UNIVERSITARIA
#FIIU2017
Vigo, 12-14 de julio
MONDRAGON TEAM ACADEMY
WE ARE PASSIONED TEAMPRENEURS BLOOMING
OURSELVES TO CREATE GLOCALLY RADICAL POSITIVE
IMPACT
MONDRAGON GROUP"Humanity at work"
TIIMI AKATEMIA
Founded in 1993 by Johannes
Partanen inside Jyväskylä
University of Applied Sciences.
TEAM LEARNING LEARNING BY DOING
PARTUS
750
37% - 47%
400 TEAM COACHES
LEARNING METHOD
ADULTS EDUCATION
GRADUATES IN TIIMI AKATEMIA
ENTREPRENEURSHIP RATE
TEAM MASTERY PROGRAM
MONDRAGON TEAM ACADEMY
MONDRAGON TEAM ACADEMY
2008 Founded
inside Mondragon
Unibertsitate a
2009 LEINN approved
as First European official
degree on Entrepreneurshi p & Innovation
2009 LEINN started in
Irun in September 2009 and in Oñati
in 2010
2010 MINN
International Master was
started
2012 BEINN program
started, focused on implementing MTA
learning methods to unemployed people
2012 LEINN itineraries
expansion approved
2012 TEAMLABS -
LEINN Madrid & Team Academy
Netherlands LEINN Amsterdam
2013 LEINN Bilbao
2014 LEINN Barceloa &
Valencia
2016 LEINN Internati
onal
2015 LEINN Queretaro
DISRUPTIVE INNOVATION IN
EDUCATION
LEINN
Title: EUROPEAN BACHELLOR DEGREE ON ENTREPRENEURIAL LEADERSHIP AND INNOVATION
Profile: Young entrepreneurs (17-25)
Length: 4 years
Locations: Irun, Oñate, Madrid, Bilbao, Barcelona, Valencia, Querétaro, Shanghai.
First official certificate on Entrepreneurship and Innovation in Spain.
LEINN
Finnish methods Global citizens and
international experienceReal companies & real
challenges
Team learning Projects based on
your passions
SPACES IN LEINN
THE ROLE OF THE TEAM COACH
Definition of Coaching by Myles Downey
“Coaching is the art of facilitating the performance,
learning and development of another”
Definition of Teamcoaching in MTA
"Teamcoaching is the art of facilitating the performance,
learning and development of individuals, teams and
communities"
THE ROLE OF THE TEAM COACHTEAMCOACHES' MANDATORY QUALITIES by CUNNINGHAM (adapted from The Wisdom Of Strategic
Learning)
1. Good self-esteem.
2. Generally positive attitude
3. Ability to cope with uncertanity.
4. Belief in learning.
5.Basic competencies in social skills.
6. Patient nature.
7. Trustworthiness.
8. Sympathy towards the fields of interests of the learners.
9. Enough time for the learners.
10. Understanding on the fact that the team coach doesn’t get the credits but the learners.
11.Analytical thinking (to some extent).
THE ROLE OF THE TEAM COACHPREFERABLE QUALITIES OF A TEAMCOACH by CUNNINHAM (adapted from The Wisdom of Strategic
Learning)
1. Warm-hearted and enthustiastic.
2. Understanding of the learners, their operating environments and situations.
3. Has lots of mental maps and models in his-/her head.
4. Ability to place the current situation to a wider context.
5. Ability to give ideas that widen the perspective.
6. Consistency
THE ROLE OF THE TEAM COACHTHE LAWS OF A TEAMCOACH by JOHANES PARTANEN (founder of Tiimiakatemia Finland)
1. The Law of Non-Interference
Interfere when you feel that you do not need to interfere. Do not interfere when you feel the urge to interfere.
2. The Law of Slow Learning
We learn slower than we think. Even with 40 years of experience I would say it is really more, more and more
slower than we think! Learning takes time. It’s all about process of perceiving.
3. The Law of The Thin Red Thread
Trust the process and tolerate ambiguity and chaos.
4. The Law of The Learning Environment
The influence of the learning environment is much more bigger than we ever expected in the beginning.
5. The Law of Team-Coach’s Role
Team-coach is not a member of the team he/she coaches. You are a friend but you are not.
6. The Law of Customer Accounts
The more you have customer meetings, the more you will have order contracts with customers.
7. The Law of Interference
You show the direction because you care. You show love and care.
THE ROLE OF THE TEAM COACHTEAMCOACHING PRINCIPLES IN MTA (1/2) BY JM LUZARRAGA (COFOUNDER OF MTA)
1. Believe in the team & their team development process even if reach the point that everything shows you you
should not believe. “A team without believe in its team cannot be a team coach, better leave”
2. Knowledge is not the only resource that gets stronger while share, FEELINGs too, therefore as team coach we
should master the feelings we bring to the team & play with team energies/feelings (+70% is emotional).
3. We as TC need to be a leading example on “Positive mental attitude”. As TC we have to imprint “Always
positive, never negative” within our TC DNA. 99% of TC is about this.
4. We Team coaches are useless but if we are not there nothing happens.
5. We TC are responsible for the team learning process and by interfering & not interfering in the team engine we
are responsible of activating & triggering the 12 RM learning processes.
6. We TC are in the same boat as the teams although we do not row for them. If the team/boat sink we sink with
them, if they reach “the Americas” we do it “succeed” with them.
THE ROLE OF THE TEAM COACHTEAMCOACHING PRINCIPLES IN MTA (2/2) BY JM LUZARRAGA (COFOUNDER OF MTA
7. TC is a serious game, we should enjoy every second while team coaching, and FUN & experimentation & learning
mindset is crucial, the moment we stop enjoying our team coaching, it is the time for reflecting ourselves, go to
the TC team room/table for advice & support or leave. We TC need to be many times the “clowns” of the team,
where they enjoy “laughing at us”.
8. We TC are the first holders of MTA mission statement “We are teampreneurs, making our dreams become true,
learning & creating together”. If we have to be coherent with something is to this mission and swimming in team
to achieve our Dream to become true.
9. The most important tool we have as team coaches is the “team coaches team”.
10. Team coaching a team that it’s learning process is in place might be “quite and easy job”, coaching a team
that its learning process is NOT in place will become “the most difficult & challenging job to do”.
11. “What you give is what you get” Trust between TC & team is the “anker of the boat”, without trust it is
impossible to coach a team.
12. Uniqueness & Presence: Physical presence is CRUCIAL but EMOTIONAL & SPIRITUAL presence too. “the art of
bilocation can only happened when you are able to be fully present in team & teampreneurs minds & hearts”.
LEINN - PROJECTS
AFTER LEINN
34% of graduates have created their own start-up
47% are intraentrepreurs
LEINN START-UPS
TZBZ
TEAMLABS
BAIBA
BE CICLOS
SNAU
NOSTOC BIOTECH
FID COMMERCE
MAKE IT VISUAL
ECOPOINT
BERDEAGO
BAPOBAPO
TAILOR CLOTHING
EDURKORTA
JAM
A total of 14 companies have been created, led by
LEINN graduates.
First company created in June 2013, just after
graduation from the first promotion (TZBZ S. Coop);
In 2014 4 companies were created; In 2015 4
companies; And in 2016 5 companies.
Predominate advanced services and digital
companies. Despite the presence of technology in
several startups, such as Bapo Bapo and SNAU
(applications), ECOPOINT and BAIBA (Manufacturing),
NOSTOC BIOTECH (Biotechnology).
More than 75 people are directly involved in the
development of these entrepreneurial projects so from
the perspective of generating direct employment is
significant.
ENTREPRENEURIAL ECOSYSTEMS
SPACES
CONCLUSIONS
CONCLUSIONS
Entrepreneurial university demands a new role of teaching and teachers:
teamcoaches
Space and habitat matters
Human centered learning: the learner is the main character (self managed
learning)
Team companies as learning tools (not as the goal)
The concept of teampreneurship. Team is the bicycle for individual
development. Team learning by creating.
Conflicts are learning opportunities (the power of dialogue and diversity)
Patience: learning is slow and teams have up and downs. It's a process of
development and growth
ESKERRIK ASKO THANK YOU
MUCHAS GRACIAS