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But make sure you don't make the same mistake twice.
Akio Morita
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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
Twice
Mistake
Sure
Make
More quotes by Akio Morita
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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My solution to the problem of unleashing creativity is always to set up a target. The best example of this was the Apollo project in the United States.
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We want to keep the company healthy and its employees happy, and we want to keep them on the job and productive.
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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 - it has run consistently about 6 percent of sales at Sony - and in service.
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Curiosity is the key to creativity.
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You can be totally rational with a machine. But if you work with people, sometimes logic often has to take a backseat to understanding.
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In the long run, no matter how good or successful you are or how clever or crafty, your business and its future are in the hands of the people you hire.
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In the United States businessmen often do not trust their colleagues. 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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The most important mission for a Japanese manager is to develop a healthy relationship with his employees, to create a familylike feeling within the corporation, a feeling that employees and managers share the same fate.
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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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Never break another man's rice bowl.
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(Japanese Government believes that if you have a big laboratory with all the latest equipment and good funding it will automatically lead to creativity. It doesn't work that way.
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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.
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Amenities are not of great concern to management in Japan.
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My solution to the problem of unleashing creativity is always to set up a target.
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We treat employees as a member of the family. If management take the risk of hiring them, we have to take the responsibility for them.
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The public does not know what is possible. We do.
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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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Our plan is to lead the public with new products rather than ask them what kind of products they want.
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Without an organisation that can work together, sometimes over a very long period, it's difficult to see new projects to fruition.
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