From groups to teams: applying Team Academy methodology in organisational development

Purpose Team Academy, known in Finnish as Tiimiakatemia, is a well-known method for team-based learning in education, but rarely studied as a tool for organisational development (OD). This article asks whether Team Academy methodology can help organisations move from groups to genuine teams, and whether human collective learning will become a key organisational strength as artificial intelligence changes what individuals can do. Design/methodology/approach The article combines a literature review, drawing on the learning organisation (Senge), knowledge creation (Nonaka and Takeuchi) and selfmanaged learning (Cunningham), with three semi-structured interviews. The practitioners interviewed had each introduced Team Academy methodology inside a large organisation: an industrial technology and logistics company, a telecommunications company and a financial services company. The three cases are discussed together, theme by theme, using thematic analysis. Findings Thematic analysis identified eight cross-case themes, including person-dependent adoption, partial uptake of Team Academy tools, letting go of hierarchical control and middle management as a friction point. Rather than one shared model, the cases show a repeating pattern: a committed individual applies parts of the methodology, meets resistance and builds trust through small steps. A six-phase framework is proposed. Originality/value Team Academy methodology has been widely studied in education, but very little academic work has looked at its use in OD. This article addresses that gap using original practitioner interviews from three sectors, and connects Team Academy to a topic not previously explored: artificial intelligence in the workplace. The resulting six-phase framework offers a new, practical starting point for organisations and researchers.