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.
AKIO MORITADon’t do market research.
More Akio Morita Quotes
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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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I knew we needed a weapon to break through to the US market, and it had to be something different, something that nobody else was making.
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People need money, but they also want to be happy in their work and proud of it.
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I feel it is my fault because I made the decision to hire him.
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When I find an employee who turns out to be wrong for the job,
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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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Without an organisation that can work together, sometimes over a very long period.
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I believe people work for satisfaction.
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It’s difficult to see new projects to fruition.
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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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Employees are not guilty; why should they suffer?
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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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Advertising and promotion alone will not sustain a bad product or a product that is not right for the times.
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My solution to the problem of unleashing creativity is always to set up a target.
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I often say to my assistants, “Never trust anybody,” but what I mean is that you should never trust someone else to do a job exactly the way you would want it done.
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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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Japanese attitudes toward work seem to be critically different from American attitudes.
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But make sure you don’t make the same mistake twice.
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It has run consistently about 6 percent of sales at Sony – and in service.
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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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If you don’t want Japan to buy it, don’t sell it.
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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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In the long run, no matter how good or successful you are or how clever or crafty.
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The best example of this was the Apollo project in the United States.
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From a management standpoint, it is very important to know how to unleash people’s inborn creativity.
AKIO MORITA