But if you work with people, sometimes logic often has to take a backseat to understanding.
AKIO MORITAYour business and its future are in the hands of the people you hire.
More Akio Morita Quotes
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We don’t believe in market research for a new product unknown to the public. So we never do any.
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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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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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My concept is that anybody has creative ability, but very few people know how to use it.
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My solution to the problem of unleashing creativity is always to set up a target.
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But make sure you don’t make the same mistake twice.
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We all learn by imitating, as children, as students, as novices in the world of business.
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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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It’s difficult to see new projects to fruition.
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Every action analysed and every responsibility assigned by an organisation chart.
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Employees are not guilty; why should they suffer?
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My solution to the problem of unleashing creativity is always to set up a target.
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Without an organisation that can work together, sometimes over a very long period.
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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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I consider it my job to nurture the creativity of the people I work with because at Sony we know that a terrific idea is more likely to happen in an open, free and trusting atmosphere than when everything is calculated.
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The most important mission for a Japanese manager is to develop a healthy relationship with his employees.
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In the long run, no matter how good or successful you are or how clever or crafty.
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Don’t do market research.
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If management take the risk of hiring them, we have to take the responsibility for them.
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You can be totally rational with a machine.
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We want to keep the company healthy and its employees happy, and we want to keep them on the job and productive.
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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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Japanese people tend to be much better adjusted to the notion of work, any kind of work, as honorable.
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We want everybody to have the best facilities in which to work, but we do not believe in posh and impressive private offices.
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While the United States has been busy creating lawyers, we have been busier creating engineers.
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The only sure thing is that in business there are no sure things.
AKIO MORITA