A Kaizen perspective for managing human-technology continuous improvement in the digital age

Abstract

Purpose The paper examines how digital technologies are transforming continuous improvement (CI) by altering the cognitive and relational dynamics that have long underpinned Kaizen-oriented learning. Design/methodology/approach This paper adopts a conceptual approach, drawing on insights from CI, organizational learning and digital transformation. It establishes an interpretive framework focusing on cognitive offloading as a pivotal mechanism connecting technology adoption with the decline of participatory improvement routines. Findings Digital technologies can significantly speed up decision-making and streamline processes. However, there is a downside: their widespread use may reduce our ability to reflect, learn from experience and solve problems. When we start relying too much on technology for cognitive tasks, we risk becoming efficient in a procedural sense but socially vulnerable. This can weaken human skills that are essential for viable improvement. Practical implications The paper presents a conceptual model and practical guidelines for managers interested in developing CI systems that focus on maintaining discretion, fostering a strong learning environment and encouraging collective sense-making instead of merely optimizing execution. Originality/value Thanks to the adoption of Kaizen principles, the paper advances the discussion on CI by highlighting the fact that cognitive offloading poses a risk not only to individuals but also to organizations, particularly in environments that rely heavily on digital technology.