Partus Rocket Model
description
Transcript of Partus Rocket Model
Partus Rocket Model
ByJohannes Partanen & Jukka Hassinen (author)
December 2008
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
SocializationInteraction
ExternalizationCrystallizing
ideas
InternalizingAction and
testing of ideas
CombiningCreating a model
or a theory
Network level
Community level
Team levelDialogue
Learning by Doing
Taci
t kno
wle
dge
Explicit knowledge
General ModelApplication of Nonaka’s and Takeuchi’s Knowledge Creation Theory
Individual level
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
1 2
4 3
Dialogue
From Dialogue to Action and From Explicit Knowledge to Tacit Knowledge
1 2
4 3
Learning by Doing
1 2
4 3Explicit knowledge
1 2
4 3Tacit
knowledge
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Dialogue
Learning by Doing
Taci
t kno
wle
dge
Explicit knowledge
Interaction and conversations with others, brainstorming,
intensive thinking, self-reflection
Action, using plans, doing
Transferrable knowledge, analysis, plan, list, picture, model, book, knowledge
base, manual
“Silent knowledge”, intuitive knowledge,
practical knowledge, hard-to-describe -knowledge
Window 1Talking, “throwing ideas”, “talking during breaks”, formal dialogue sessions
Window 2Crystallizing ideas, making lists of main points, finding
leverage points
Window 3Making specific plans and
prototypes, creating theories, finding interesting
ideas and theories from books
Window 4Testing ideas in practice, using plans to generate
action
SocializationInteraction
ExternalizationCrystallizing
ideas
InternalizingAction and
testing of ideas
CombiningCreating a model
or a theory
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Pitfalls Caused by Missing Parts of Process
● Without dialogue no new ideas are generated.
● Without learning by doing ideas are not tested in practice so no new knowledge on their effectiveness can be known.
● Without explicit knowledge there is no transfer of knowledge from the individual to the community or team.
● Without tacit knowledge there are no capabilities to do anything.
● Without outer rings (”levels”) knowledge is out of it’s context and is thus useless.
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Process ofOfferings
Process ofCreatingLeadingThoughts
CustomerPotentialProcess
Process ofLeadership
InnovationProcess
KnowledgeProcess
BrandManagement
Process
CustomerRelationship
Process
Community’sLearningProcess
Company’sLearningProcess Individual’s
LearningProcess
Process ofMarketing toCustomers
The Process of Creating Team Entrepreneurs
Creating value to customer
Cus
tom
er P
roce
ss
Coa
chin
g Pr
oces
s
Fina
nce
Proc
ess
Coach’s side
Bas
ic e
lem
ents
Prei
ncub
atio
nIn
cuba
tion
Team entrepreneur’s side
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Portfolio
Training Diary Learning Contract
Applying theory into practice Literature
Entrepreneurship
Intellectual CapitalThe Process of Individual Learning
Ideas
Essays
Dialogue
Learning by Doing
Taci
t kno
wle
dge
Explicit knowledge
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Training in a knowledge community
Training sessions Birth-giving
Practical training with customer
Knowledge created in
training sessions in systematized
form
Co-creating with customers
Network
Birth-giving raport
Ideas
The Process of Learning from Your Community
Dialogue
Learning by Doing
Taci
t kno
wle
dge
Explicit knowledge
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Life’s arena
CommunityCompany’s Learning Contract
Working using one’s own team-
company
The Art of Understanding
Business
Culture
NetworkThe Process of Learning from Your Company
Dialogue
Learning by Doing
Taci
t kno
wle
dge
Explicit knowledge
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Benchlearning
Visits to customers Motorola report
Organizing customer visits
The Theory of Creating
Customer Tribes
Co-creation with customers
Customer potentialThe Process of Potential Customers
Dialogue
Learning by Doing
Taci
t kno
wle
dge
Explicit knowledge
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Brand
Customer information (lead
the process of customer
information)
Message (What is your main message?)
Marketing communication
The newest marketing methods
Life-long customer relationships
Shared VisionThe Process of Marketing to Customers
Dialogue
Learning by Doing
Taci
t kno
wle
dge
Explicit knowledge
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Trust
Stories stimulate imagination
Learning contract with customer:
What do we want to do together?
Customer as co-creator (operating
and experimenting
together)
Planning together with customer (reorganizing systems that
produce value)
Life-long customer relationship
Generating customer capital though ecogenesisThe Process of Customer Relationships
Dialogue
Learning by Doing
Taci
t kno
wle
dge
Explicit knowledge
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Shared values
Shared ideas and points of view New aspiration
Working togetherStrategy and plans (using
values)
Shared mission
Shared visionThe Process of Creating Guiding Thoughts
Dialogue
Learning by Doing
Taci
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Explicit knowledge
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Personal competency
Cultural athmosphere
(Management by Walking Around)
Transfer of wisdom and
experiences & creation of challenge
Choose either individual
leadership or team leadership (”Y” –model*)
Documentation
Learning, living company
Shared visionThe Process of Leadership
* = Y-model refers to Katzenbach & Smith’s two
ways of leading a team.
Dialogue
Learning by Doing
Taci
t kno
wle
dge
Explicit knowledge
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Team Company
Experiences (encourage
everyone to be creative)
Thoughts (use IT to help you)
Experimentation (organize activities)
Concretization (reward people
for being innovative)
Co-creation environment
NetworkThe Process of Innovation
Dialogue
Learning by Doing
Taci
t kno
wle
dge
Explicit knowledge
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Understanding information
Environment for creating new knowledge
Creating knowledge
Applying knowledge into
action
Documenting knowledge
The flow of knowledge
Network’s intellectual capitalThe Process of Knowledge
Dialogue
Learning by Doing
Taci
t kno
wle
dge
Explicit knowledge
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Brand code
Social dimension Mental dimension
Functional dimension
Spiritual dimension
Guiding thoughts
Brand envelopeThe Process of Brand Management
Dialogue
Learning by Doing
Taci
t kno
wle
dge
Explicit knowledge
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Communication
Creating a shared space (ba) with
customer
Design the offering with
your customers
Co-creation with the customer
Value creation to customers
Learning relationship
Life-long customer relationshipThe Process of Offerings
Dialogue
Learning by Doing
Taci
t kno
wle
dge
Explicit knowledge
Partus Rocket ModelDec 2008
© Johannes Partanen & Jukka Hassinen & Partus Oy 2008
Literature● Cunnigham: The Wisdom of Strategic Learning (learning contract)
● Gad: 4-D Branding - Cracking the Corporate Code of the Network Economy (brand envelope)
● Katzenbach & Smith: The Discipline of Teams (Y-model)
● Nonaka & Takeuchi: The Knowledge Creating Company (knowledge creation theory)
● Normann: Normannin liiketoimintateesit (ecogenesis and co-creation)
● Senge: Dance of Change (learning processes)
● Senge: The Fifth Discipline (background)
● Waterman: What America Does Right (Motorola reports)