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

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The public does not know what is possible. We do.
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My solution to the problem of unleashing creativity is always to set up a target.
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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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My solution to the problem of unleashing creativity is always to set up a target.
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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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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.
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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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And then we grow up and learn to blend our innate abilities with the rules or principles we have learned.
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When I find an employee who turns out to be wrong for the job,
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Executives of the company must have the necessary qualities to direct the personnel by showing them the way to do things.
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It has run consistently about 6 percent of sales at Sony – and in service.
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There are three creativities: creativity in technology, in product planning, and in marketing.
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The “patron saint” of Japanese quality control, ironically, is an American named W. Edwards Deming, who was virtually unknown in his own country until his ideas of quality control began to make such a big impact on Japanese companies.
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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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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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Curiosity is the key to creativity.
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