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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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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 people work for satisfaction.
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Our plan is to lead the public with new products rather than ask them what kind of products they want.
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If we face recession, we should not lay off employees; the company should sacrifice a profit. It’s management’s risk and management’s responsibility.
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There is no secret ingredient or hidden formula responsible for the success of the best Japanese companies.
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A company will get nowhere if all of the thinking is left to management.
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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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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.
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It has run consistently about 6 percent of sales at Sony – and in service.
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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 company must not throw money away on huge bonuses for executives or other frivolities but must share its fate with the workers.
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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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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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