Partus Rocket Model By Johannes Partanen & Jukka Hassinen (author) December 2008

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 know

ledge

General ModelApplication of Nonaka’s and Takeuchi’s Knowledge Creation Theory

Individual level



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 3

Explicit knowledge

1 2

4 3

Tacit knowledge



Dialogue

Learning by Doing

Taci

t kno

wle

dge

Explicit know

ledge

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



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.



Process ofOfferings

Process ofCreatingLeading

Thoughts

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 P

roce

ss

Fin

ance

Pro

cess

Coach’s side

Bas

ic e

lem

ents

Pre

incu

bat

ion

Incu

bat

ion

Team entrepreneur’s side



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 know

ledge



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 know

ledge



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 know

ledge



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 know

ledge



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 know

ledge



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 know

ledge



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

t kno

wle

dge

Explicit know

ledge



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 know

ledge



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 know

ledge



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 know

ledge



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 know

ledge



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 know

ledge



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)

Documents

Partus Rocket Model By Johannes Partanen & Jukka Hassinen (author) December 2008