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If you don’t want Japan to buy it, don’t sell it.

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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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Whether we succeed or not depends on the strength of our resolve and the amount of our endeavor.
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The remarkable thing about management is that a manager can go on for years making mistakes that nobody is aware of, which means that management can be a kind of a con job.
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Carefully watch how people live, get an intuitive sense as to what they might want and then go with it.
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My concept is that anybody has creative ability, but very few people know how to use it.
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(Japanese Government believes that if you have a big laboratory with all the latest equipment and good funding it will automatically lead to creativity. It doesn’t work that way.
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My solution to the problem of unleashing creativity is always to set up a target.
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The only sure thing is that in business there are no sure things.
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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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But if you work with people, sometimes logic often has to take a backseat to understanding.
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More people are interested in trying to shuffle paper assets around than building lasting assets by producing real goods.
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If we do our best and make efforts, a peaceful and great future will become ours without fail.
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In the United States businessmen often do not trust their colleagues.
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The important thing in my view is not to pin the blame for a mistake on somebody, but rather to find out what caused the mistake.
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We all learn by imitating, as children, as students, as novices in the world of business.
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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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