“I believe people work for satisfaction.”

Japanese people tend to be much better adjusted to the notion of work, any kind of work, as honorable.

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.

The company must not throw money away on huge bonuses for executives or other frivolities but must share its fate with the workers.

When I find an employee who turns out to be wrong for the job,

In the long run, no matter how good or successful you are or how clever or crafty.

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.

We all learn by imitating, as children, as students, as novices in the world of business.

The best example of this was the Apollo project in the United States.

If you trust your colleague today, he may be your competitor tomorrow, because people frequently move from one company to another.

To create a familylike feeling within the corporation, a feeling that employees and managers share the same fate.

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.

It’s difficult to see new projects to fruition.

(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.

It has run consistently about 6 percent of sales at Sony – and in service.

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.

Our plan is to lead the public with new products rather than ask them what kind of products they want.