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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.
Akio Morita
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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
Running
Hands
Matter
Crafty
Long
Hire
Good
Clever
People
Successful
Future
Business
More quotes by Akio Morita
An enemy of innovation could be your own sales force.
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Japanese attitudes toward work seem to be critically different from American attitudes.
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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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A company will get nowhere if all of the thinking is left to management.
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There are three creativities: creativity in technology, in product planning, and in marketing. To have any one of these without the others is self defeating in business.
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To gain profit is important, but you must invest to build up assets that you can cash in in the future.
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Never break another man's rice bowl.
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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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There is no secret ingredient or hidden formula responsible for the success of the best Japanese companies.
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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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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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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 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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America looks 10 minutes ahead Japan looks 10 years.
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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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I believe people work for satisfaction.
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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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My solution to the problem of unleashing creativity is always to set up a target.
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Amenities are not of great concern to management in Japan.
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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, every action analysed and every responsibility assigned by an organisation chart.
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