“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.”

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.

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.

And then we grow up and learn to blend our innate abilities with the rules or principles we have learned.

Don’t do market research.

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,