“We treat employees as a member of the family.”

People need money, but they also want to be happy in their work and proud of it.

To gain profit is important, but you must invest to build up assets that you can cash in in the future.

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

An enemy of innovation could be your own sales force.

All you need is the best product in the world, the most efficient production in the world and global marketing.

But make sure you don’t make the same mistake twice.

Of course we have to make a profit, but we have to make a profit over the long haul, not just the short term, and that means we must keep investing in research and development.

More people are interested in trying to shuffle paper assets around than building lasting assets by producing real goods.

There are three creativities: creativity in technology, in product planning, and in marketing.

My solution to the problem of unleashing creativity is always to set up a target.

My chief job is to constantly stir or rekindle the curiosity of people that gets driven out by bureaucracy and formal schooling systems.

In the United States businessmen often do not trust their colleagues.

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.

My concept is that anybody has creative ability, but very few people know how to use it.

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.

But if you work with people, sometimes logic often has to take a backseat to understanding.

The way you treat your employees is the way they will treat your customers.

A leader should never compare his technical skills with his employee’s.

Servants don’t know a good master till they have served a worse.

Servants don’t know a good master till they have served a worse.

Give your employees a mission that matches their ambitions. When you challenge people, they surprise you.

Your company should act as a springboard for ambitious employees, not a set of shackles.

Talent is extremely important. It’s like a sports team, the team that has the best individual player will often win, but then there’s a multiplier from how those players work together and the strategy they employ.

A boss wants to pay for results, an employee wants recognition for effort. If a boss recognizes effort, they will get even better results.