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If you don’t want Japan to buy it, don’t sell it.

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More people are interested in trying to shuffle paper assets around than building lasting assets by producing real goods.
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My solution to the problem of unleashing creativity is always to set up a target.
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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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People need money, but they also want to be happy in their work and proud of it.
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America looks 10 minutes ahead; Japan looks 10 years.
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We all learn by imitating, as children, as students, as novices in the world of business.
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The best example of this was the Apollo project in the United States.
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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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If you trust your colleague today, he may be your competitor tomorrow, because people frequently move from one company to another.
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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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The public does not know what is possible. We do.
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Without an organisation that can work together, sometimes over a very long period.
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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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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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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.
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When I find an employee who turns out to be wrong for the job,
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