Ghent, june 2010 Plato Koopera

Welcome Short introduction  Who are we?  VOKA Koopera & purpose of next 2 days (Mentor training)

Program Wednesday, June 16th Welcome Acquaintance Break About Plato Lunch The role of mentors Recruiting SME’s Break + Outdoor Spiderweb Kickoff team building: experience Break Diner

Program Thursday, June 17th Morning walk Kickoff team building: example Break + Outdoor Shuttle Run Kickoff team building: how will you organise it? Lunch Steer the monthly sessions – Outdoor Gravensteen Support participating SME’s Networking and followup Conclusion Break Diner

Break/Outdoor Coffee-break Outdoor activity: Spiderweb Shuttle run Short walk Explain: Flying carpet Blind square Minefield Gravensteen walk

Acquaintance 1. Question round: present your job & yourself 2. Walk-around: Who is your neighbour? Find a unique feature you have in common. Present your neighbour. 3. Expectations 2 days  What do you want to take home?  When will it be a success? (meta-plan)

The Plato Concept

What is Plato ?  Plato General Overview  The SME’s  The mentors  Relationship between the stakeholders  Plato History & International

What is Plato?  Goal: professionalization of SME owners  How:  networks of SME owners  Groups of Entrepreneurs meet monthly  Under the guidance of mentors/godfathers

Plato is a learning network  Learning networks = networks of entrepreneurs that meet regularly  Plato members decide themselves the topics they discuss during the meetings : a topic/problem mapping occurs during the SME TB  Plato members can't be competitors – discussions remain confidential

What is Plato ?  Plato General Overview  The SME’s  The mentors  Relationship between the stakeholders  Plato History & International

Why do companies participate in learning networks? SME owners are responsible for EVERYTHING in their company: Finances management, HR, purchasing,, marketing, … But the entrepreneur has a LACK OF TIME AND MEANS For expensive and time-consuming trainings The project deals with BOTTLENECKS and practical questions The entrepreneur has a NEED for information and contact with colleagues

Why does a SME owner participate?  Gain knowledge & confidence about all business aspects  Learn techniques and methods to optimise company practices  Participate in networking (advice, transfer of know-how, contacts, …)  Broaden their business horizon  The will to bring their company to a higher level  Create a local, regional, national and International network Improve the company results!

For whom ?  SME-owners  2 tot 100 employees  Growth company  Willing to set time free for months  Willing to exchange expertise

Creation of fixed groups (max. 20 persons) Criteria  Type of activity  scale  Growth phase of company  Expertise S(M)ME owner  No competitors  No suppliers  Same bottlenecks and needs Advantage fixed group  Trust  Openness  Exchange of expertise  Common interests

Plato starts from the practice  Plato entrepreneurs discuss their everyday problems:  Belgium: Accountancy, Sales, HRM, Subsidies, Taxes, Communication  In order to increase their profit, turnover and growth rate  Other countries: SME owners have other priorities & problems: customized program adapted to local SME needs  Entrepreneurs gain new knowledge from their colleagues, from their mentors and from outside experts

What is Plato ?  Plato General Overview  The SME’s  The mentors  Relationship between the stakeholders  Plato History & International

Plato groups are guided by mentors Mentors = managers from large companies Receive a training:  Develop skills in managing a Plato group  Learn about SME practices  Network with other mentor and mentor companies 1. Assist in recruiting SME’s 2. Assist with the kickoff teambuilding 3. Steer the monthly group meetings 4. Give Individual assistance to the participating SME’s

Return for mentor  Broaden perspective  Training (Teambuilding, seminars, MBTI)  Confrontation with flexibility of SME’s  Unique chance to coach an external group  Network  Develop skills in managing a Plato group  Learn about SME practices  Networking with other mentors and mentor companies

What is Plato ?  Plato General Overview  The SME’s  The mentors  Relationship between the stakeholders  Plato History & International

Key players mentorshipproject Mentors Mentor- companies entrepreneurs SME’s Chambers of Commerce

Partner organisations  Partner organisations  Overall coordination of the Plato within their region/organisation  Delivers the Plato coordinator  Learns the Plato Best Practice & can disseminate Plato itself  Support organisations  Assist and complement the Plato project  They are brought together in a steering committee/ board  Local government/economic departments/…

What is Plato ?  Plato General Overview  The SME’s  The mentors  Relationship between the stakeholders  Plato History & International

Plato history 1990 Plato starts at Voka East Flanders’ Chamber of Commerce  Since 1990:  1800 SME’s have joined the Plato Project in the Province of East Flanders. ( 7500 in Flanders )  320 managers of 70 multinational companies participated  Volvo, Callebaut, Arcelor Mittal, …  Since 2000: Plato International

History Plato international  Poland  Czech Republic  Slovakia  Ukraine  Hungary  Romania  Bulgaria  Slovenia  Croatia  Serbia  South Africa  Ireland  UK  Denmark  Finland  Sweden  France

Lunch

Tools: worksheet (formal) & thermometer (informal) Company name Business card Activity, employees, results

Plato groups are guided by mentors Mentors = managers from large companies Receive a training:  Develop skills in managing a Plato group  Learn about SME practices  Network with other mentor and mentor companies 1. Assist in recruiting SME’s 2. Assist with the kickoff 3. Steer the monthly group meetings * 4. Give individual assistance to the participating SME’s 5. Networking

Who are the mentors?  Lots of experience in different management topics  Social skills to lead a team of SME’s  Respected man or woman (image)  Having a network or impact in the major company  Motivated and engaged to make free time for it

Return for mentor  Broaden perspective  Training (Teambuilding, seminars, MBTI)  Confrontation with flexibility of SME’s  Unique chance to coach an external group  Network  Develop skills in managing a Plato group  Learn about SME practices  Networking with other mentors and mentor companies Do you recognize this? What are your strengths? Where can you learn? Why are you mentor? (Metaplan -> worksheet + walk around)

1. Assist in recruiting SME’s Discussion (3 groups + exchange)  What happened until now?  Who did you recruit?  How did you recruit?  Which result?  Role of the mentor? (first visit)

2. (Assist with?) the kick-off meeting 1. Example program: experience 2. Example program: explained 3. Discussion (3 groups + exchange) How will you organise the kick-off? Where? Language? Who will be trainer? Role of trainer, mentor, coordinator & participants.

3. Steer the monthly group meetings Practical: 1. Define topics (based on kick-off meeting) 2. Choose method (speaker, exchange, case, workshop) 3. Invitation mail 4. Preparation (speaker, documents) 5. Information sharing 6. Facilitate monthly sessions 7. Reporting

3. Steer the monthly group meetings

Round table discussion How do you see the monthly sessions? Was the explanation helpful?

4. Support to participating SME’s Psychological support: listening ear Feedback: if requested Referral function: networking

5. Networking: How will you further cooperate?  Building and executing the network project  Communication  Meetings  E-Platform  Learning from each other

4 & 5: Gravensteen walk Write down (metaplan) the names of 2 SME’s. Explain their situation to each other. Write down (metaplan) 2 prefered networking activities. How will you learn from each other? Find an answer on the following questions:  How old is this building?  Has there ever been an SME inside?  On nov 16th, 1949, students occupied Gravensteen. Why?

Kickoff Day 1 morning: departure Day 1 afternoon: arrival & acquitance Day 1 evening: networking Day 2 morning: vision & ambition Day 2 afternoon: strenghts & objectives Day 2 evening: networking Day 3 morning: program Day 3 afternoon: business Day 3 evening: departure

ANNEX 1: Example Plato kick-off team building

Example Plato Kickoff teambuilding (2 days) Date Mentors: …………………………………………………………………… Coordinator: ………………………………………………………………. Trainer: ……………………………………………………………………..

Program Day h Check-in 11.15h Welcome (introduction) 12.30h Lunch 13.00h Workshop 1: initiate passport + speeddating 14.30h Outdoor 1: spiderweb + feedback 15.30h Pause 16.00h Workshop 2: vision & ambition 18.30h Pause 19.30h Dinner 21.00h Outdoor 2: mine field 22.00h End day 1

Program Day h Breakfast 09.00h Workshop 3: strengths & objectives 10.30h Pause 10.45h Outdoor 3: shuttle run 11.30h Workshop 4: build a program 12.30h End 13.00h Lunch

Welcome! Your mentors: ………………………………………………………………….. Your coordinator: ……………………………………………………………… Your trainer: …………………………………………………………………….

Expectations When does this 2-day pass for you? Note on a meta-plan card Poll + apply on flip-chart Purpose of this "Plato kick-off" Discover each other’s expectations Build a team Build a program Have fun

Plato Learning Network What?  Fixed group of participants  Diversity of organisations  Structured and regulary meetings  Exchange of experience with collegues  Focus on practical application  Openness & trust  GATA attitude (Give Away, Take Away)  Professional guidance Goal  Stronger entrepreneurship together  Inspire each other with new ideas  Improve yourself through the feedback of collegues Different roles  Participants  Mentors  Coördinator  Trainer

Critical success factors  Focus (objective, target group, progress)  Informal (networking, fun, trust)  Formal (agenda, preparation, method)  Willing competent (known & available)  Investment (time, appointments, engagement)

Tools: passport (formal) & thermometer (informal) Company name Business card Vision Company & Your ambition Your strengths Your objectives Company activity (mission) Company Key figures (personnel, revenue)

Passport

Outdoor 1: spiderweb Spider web A web: - made of wire - between 2 trees - as many holes as participants. Challenge - Everybody has to go through it - Each hole can be used only once - Touch the wire => restart Time: 12 participants, min + 15 min debriefing

Minefield - Groups of 2 - Go through a mine field (objects on the ground) - A blindfolded man, a leader off the field. - 3 minutes preparation. - Struck a mine? => Restart. - Exchange upon arrival.. Outdoor 2: minefield

Outdoor 3: schuttle run Schuttle run Two groups - Everyone goes to a bar stand. - Order without leaving the bar (According to size, shoe size, age, initial name) - Without talking? Blindfolded?

Workshop 1: passport & speed date Initiate passport (30’)  Company name + business card  Activity & size company (numbers or graph)  Walk-around Speed date (60’)  5 min/person (2 rows + exchange)  Discover an opportunity: How can this learning network contribute to your daily practice?  Find information  Acquire competences  Cooperation  Advocacy  Support  Write the opportunity on a meta-plan card

Workshop 2: vision & ambition Method Prepare the answers in groups of 3 or 4 persons Stick answers on passports Walk-around + Q&A Part 1: Who are the stakeholders, and what do they expect? (max 3 cards, white) (30’) Stop, reduce, enhance, start? (4 cards, 2 red / 2 green) (30’) Pause Part 2: Your vision for the company? (interview in 2015) (max 5 cards, blue) (30’) Your ambition for this vision? (max 3 cards, white)

Workshop 3: Strengths & objectives Method Prepare the answers in groups of 3 or 4 persons Stick answers on passports Walk-around + Q&A What can you offer to the group? What are your strengths? What do you have experience with? (max 3 cards, green) (30’) What would you like to learn from this network? What are your objectives with Plato? Suppose you're two years later in time.. When will the Learning Network be a success for you? (max 3 cards, yellow) (30’)

Workshop 4: building a program Building a program What, how, where and when? DatePlaceThemeApproach

Workshop 4: building a program 1. Cluster objectives & rate them 2. Choose topics (max 10) & sort them 3. Practical arrangements 1. When? (E.g. 2 nd Monday of every month) 2. Where? (Visit each other’s companies?) 3. Catering (Drinks & sandwiches) 4. Invitation & preparation (E.G. by mail, 1 week before, document to read) 5. Speakers 6. Engagement rules (what if you can’t come, being on time, mobile phones

ANNEX 2: Plato Flanders: Best Practices

Milestones Preparation  How to define & organise a Plato network?  How to find, contact, select and convince major companies?  How to find and select mentors?  How to make a sensibilisation campaign for SME’s?  How to select and (intake) interview SME’s?  How to create SME teams? Startup  How to organise teambuilding of mentors?  How to organise a startup teambuilding with the participating SME’s? Operational  How to conduct the network? (Workmeetings, Coaching, Plenary meetings)  How to organise Public Relations activities? Followup  How to followup the network?  How to evaluate the project/network?

1.Structure, Proces, Stakeholders How is a Plato project organised?  Organisationally  Geographically How does a Plato project evolve?  Preparation: Structure, Objectives, Recruitment & Promotion, Selection  Start-up: Training Mentors + start-up SME teams  Operational: Workgroup meetings, plenary meetings, individual guidance, communication  Follow-up: Commitment, Resources, Observation, Reporting What are the tasks, responsibilities and areas of competence of all actors?  Government  Management  Project leader  Project assistant  Sponsoring firms  Mentors  Participants  Others..

2. Objectives Objectives  of the project leader  of the mentors  of participants Instruments for evaluation and corrective action

3. Recruitment and promotional campaign Recruiting SMEs  Brochure  Mailing  Organisations  Municipal governments  Banks and accountants  Internet  The press  Information evenings  Telephone promotion  Personal visits Recruiting sponsoring firms and mentors  Profile of sponsoring firms  Profile of mentors  Approaching sponsoring firms

4. Selection Selection of  the project leader  sponsoring firms  mentors  participants  project assistant (Objective & Subjective criteria)

5. Training mentors & teambuilding SME’s Preparatory phase  Content  Resources Operational phase  Teambuilding  Exchanging experiences  Coaching

6. Workgroup meetings  Definition  Preparation for the meeting (Project leader, Mentors, Participants)  The meeting itself (Project leader, Mentors, Participants)  Evaluation and progression to the informal part

7. Plenary meetings  Definition  Preparation for the meeting (Project leader; mentors, participants, speaker)  The meeting itself (Project leader; mentors, participants, speaker)

8. Individual guidance  Principle  Practice  Which questions?  The goal of individual guidance  The form of individual guidance  Responsibilities of the actors

9. Communication  Internal communication (operational & structural)  External communication (operational & structural)

10. Commitment  Preparatory phase: detection  Participants  Mentors  Operational phase: measuring  Quality measurement  Quantity measurement  Reporting  Organisation/Government  Director/Project leader  Project leader/Sponsoring firm  Project leader/Mentors  Mentors/Participants

11. Resources Resources for  the project leader (project & person related)  the mentors  the participants  Project budget

12. Observation & follow-up  Observation by  Management  Project leader  Mentors  Participants  Follow-up & reporting

Q&A  Question time…  Financial detailsdetails  General Plato concept General Plato concept  Plato Koopera implementation Plato Koopera implementation  …

Plato International stronger business together