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I believe one of the reasons we went through such a remarkable growth period was that we had this atmosphere of free discussion.

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The public does not know what is possible. We do.
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I established the rule that once we hire an employee, his school records are a matter of the past and are no longer used to evaluate his work or decide on his promotion.
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To gain profit is important, but you must invest to build up assets that you can cash in in the future.
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It has run consistently about 6 percent of sales at Sony – and in service.
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And then we grow up and learn to blend our innate abilities with the rules or principles we have learned.
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My solution to the problem of unleashing creativity is always to set up a target.
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If you go through life convinced that your way is always best, all the new ideas in the world will pass you by.
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Management of an industrial company must be giving targets to the engineers constantly; that may be the most important job management has in dealing with its engineers.
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Japanese attitudes toward work seem to be critically different from American attitudes.
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The only sure thing is that in business there are no sure things.
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Americans make money by playing `money games,’ namely mergers, acquisitions, by simply moving money back and forth … instead of creating and producing goods with some actual value.
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Amenities are not of great concern to management in Japan.
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In the United States businessmen often do not trust their colleagues.
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Your business and its future are in the hands of the people you hire.
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I have always made it a point to know our employees, to visit every facility of our company, and to try to meet and know every single employee.
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