In martial arts, a practitioner comes across a few terms that critically apply to business, product, and tech.

As a practitioner of various martial arts over the last 3 decades, I have learned how these blend into daily life and how to apply them in my day-to-day life and wanted to share this with you.

These are

  • “Kaizen” - incremental change or often translated as continuous improvement.
  • ‘Kaikaku’ - radical change or breakthrough improvement.
  • ‘Kakushin’ - new change or innovative change.
  • ‘Mushin’ - a free state of mind where a person is able to act without feeling and emotion.
  • ‘Zanshin’ - a state of situational awareness or relaxed awareness.

For the purpose of this article, I will focus on Kaizen, Kaikaku, and Kakushin.

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What is the relevance of these concepts?

Let's put aside the use of these concepts in physical combat, well being in life and look at business interactions.

In business, we have various interactions which involve emotional conflict, are super complex, and are disruptive.

For instance, when we look at the product development lifecycle, the most important one to be aware of is Kaizen and the Kaizen Paradox concept that comes along with this.

When an organization considers the intent to transform itself, it may get stuck in the Agile Industrial Complex kool-aid of adopting scrum/SAFe etc.

These frameworks, while better than waterfall project management, help with speed of delivery, but they act only as lip service to customer & business centricity.

To unlock innovation, a team must break through the kaizen paradox.

Kaizen focuses on individual or team-level improvements, it ignores the system.

What is the Kaizen paradox?

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The Kaizen Paradox is a predicament for 80% of businesses, where small investments are made to achieve productivity gains, normally as projects.

In doing so, they have diluted the business need for greater investments.

This causes them to plateau at a lower level of productivity.

This kills innovation and the need for innovation.

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Melissa Perri defines the build trap as an identity crisis where the organization constantly delivers features. Caused by a focus on outputs over outcomes.
"The build trap is when organizations become stuck measuring their success by outputs rather than outcomes. It's when they focus more on shipping and developing features rather than on the actual value those things produce. When companies stop producing real value for users they begin to lose market share, allowing them to be disrupted. Companies can get out of the build trap by setting themselves up to develop intentional and robust product management practices. At that point, product managers can find opportunities to maximize business and customer value. " Melissa Perri

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