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.
AKIO MORITAMore people are interested in trying to shuffle paper assets around than building lasting assets by producing real goods.
More Akio Morita Quotes
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We treat employees as a member of the family.
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To have any one of these without the others is self defeating in business.
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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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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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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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Amenities are not of great concern to management in Japan.
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We will try to create conditions where persons could come together in a spirit of teamwork, and exercise to their heart’s desire their technological capacity.
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There are three creativities: creativity in technology, in product planning, and in marketing.
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If management take the risk of hiring them, we have to take the responsibility for them.
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My chief job is to constantly stir or rekindle the curiosity of people that gets driven out by bureaucracy and formal schooling systems.
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Curiosity is the key to creativity.
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It has run consistently about 6 percent of sales at Sony – and in service.
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It’s difficult to see new projects to fruition.
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Your business and its future are in the hands of the people you hire.
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I believe people work for satisfaction.
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But if you work with people, sometimes logic often has to take a backseat to understanding.
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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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Japanese attitudes toward work seem to be critically different from American attitudes.
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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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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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In the long run, no matter how good or successful you are or how clever or crafty.
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The public does not know what is possible. We do.
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A company will get nowhere if all of the thinking is left to management.
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I feel it is my fault because I made the decision to hire him.
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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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We all learn by imitating, as children, as students, as novices in the world of business.
AKIO MORITA