After many positve reactions to my blog post Ethics and Innovation: Big in Japan, I am happy to respond to some readers' requests for more inspiration from Japan. Thank you for your feedback!
Today I am asking the following questions: Which traditional approaches are characteristic of Japanese culture? Can they be combined to provide new inputs for innovation management?
Efficiency and innovation are undeniably two of the driving forces that have made Japan one of the world's leading economic powers for decades. In a country where so many people curiously and playfully embrace new technologies and immediately try out everything new while having fun, there must be fundamental prerequisites for this openness. These principles, which are deeply rooted in Japanese society, can offer valuable lessons for companies worldwide to increase their productivity and promote innovation at the same time.
But what could that be? Kaizen meets Shinto...?
I would like to take a closer look at Kaizen, the Japanese principle of improvement, and Shinto, Japan's very own religion:
Kaizen: Innovation through small steps with a big impact
Kaizen (改善) literally means “change for the better” and is based on the idea that continuous small improvements are more sustainable than radical upheavals.
The concept was originally brought to Japan after the Second World War by quality management pioneers such as W. Edwards Deming, and then perfected by companies such as Toyota.
Several influential personalities played a role in the development and spread of the Kaizen principles. Most notably, Taiichi Ohno, a visionary and Toyota executive, is often credited as the father of the Toyota Production System, which embodies the principles of kaizen. Ohno's innovative thinking and emphasis on continuous improvement became the cornerstones of lean production and the foundation of modern kaizen methods.
Incidentally, it was Kaoru Ishikawa who enabled Deming to present his quality management concepts to top Japanese managers in 1950. Until then, he had not received the attention he had hoped for in the USA. Ishikawa, in turn, is known for the “Ishikawa diagram” (fishbone diagram), which was developed as a tool for analyzing quality problems and their causes, but has since been transferred to many other problem areas worldwide.
A fascinating fun fact: While Kaizen in Japan was initially inspired by Western consultants, many Western companies later re-imported the Japanese Kaizen method to optimize their own production processes - a classic innovation “boomerang”!
The true power of Kaizen lies in actively involving all employees in the improvement process. From top managers to factory workers, everyone is encouraged to identify optimization potential and make suggestions.
This culture of constant small improvements is a guarantee for the quality of Japanese products, which is valued worldwide.
Instead of waiting for groundbreaking inventions, “fluid evolution” enables sustainable and continuous innovation development.
Shintoism: harmony and respect for small things as a principle for success
Shinto (神道, Way of the Gods), Japan's very own religion, is absolutely related to this world (in contrast to Buddhism). Everything - from mountains to rivers and objects - has a spiritual value and is part of a larger harmonious whole. Shinto is often referred to as a “folk faith”.
In Shinto, there are countless rituals that are addressed to the infinite number of deities, the 神 (kami). Kami can take many forms: Animals, people, trees, stones,... In everything, even in the smallest things, there is divine spirit interwoven with people's lives.
In Shintoism there are no sacred scriptures or dogmas, only oral traditions and rituals that have developed over the millennia. It is therefore no exaggeration, in my view, to regard it as one of the most flexible and adaptable spiritual traditions in the world!
This philosophy is strongly reflected in Japanese society and corporate culture: respect, mindfulness and balance are key factors of coexistence and essential for long-term success.
Companies striving for sustainable innovation can learn from this mindset by focusing not only on short-term cosmetic optimizations, but also on their corporate culture, components of the daily work environment and small successes in everyday life.
In my opinion, a particularly valuable aspect of Shintoism is its calmness in the face of unpredictable change. While Western management methods often focus on control and predictability, the Shinto perspective accepts constant change and reorientation as a natural part of change.
Inspiration for innovation managers: Expect market changes, don't fear them, and always have new creative adaptation strategies up your sleeve.
Nice to know: Although Japan can indeed be described as the “land of convenience stores”, there are more Shinto shrines than convenience stores. While there are around 55,000 7-Eleven, Lawson and FamilyMart stores, there are over 80,000 Shinto shrines across the country - from small, hidden shrines on the side of the road to very large complexes, such as the beautiful Fushimi Inari-Taisha in Kyoto.
The synthesis of Shinto and Kaizen for the future
I derive two innovation principles from the combination of Kaizen and Shinto:
1) “Flowing evolution through small steps” - innovation is not necessarily disruptive, but can have a long-term effect through continuous, small advances. Small successes are also successes.
2) “Finding solutions by looking at inconspicuous details” - Sustainable innovation occurs when changes are always expected - and not rejected. Ideas for solutions can then be discovered in even the smallest elements of the environment. There is creativity in everything.
Conclusion: Shinto and Kaizen as the key to modern innovation strategies
Kaizen shows us that innovation does not always have to be a big leap, but often consists of many small steps. Shintoism reminds us that harmony and respect, even in all the small details, are crucial to creating sustainable and successful change.
Combined together, they enable a mindset that promotes both a focus on small steps and a dynamic, networked culture of innovation.
Innovation managers can learn from these Japanese principles that constant adaptation with creative problem-solving is just as important as a pragmatic, unagitated approach to change and a focus on the seemingly “small”. Those who master this balance will not only innovate more efficiently, but also in a more sustainable and future-oriented way.
What do you think about the conclusions? Can you think of any other helpful derivations for better innovation management from Kaizen and Shinto?
What impulses from Japan would you like to see as further blog topics?
Leave your thoughts as a comment
Related links (German and English):
Kaizen
Shinto
Please note: This text is translated into English by using Google Translate - I apologize for any mistakes in this text I may have overlooked.
Comments