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We all learn by imitating, as children, as students, as novices in the world of business. And then we grow up and learn to blend our innate abilities with the rules or principles we have learned.
Akio Morita
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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
Business
Students
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Grow
World
Learned
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Principles
Imitating
Learning
Blend
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Ability
Innate
Learn
Rules
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But make sure you don't make the same mistake twice.
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My solution to the problem of unleashing creativity is always to set up a target.
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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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Curiosity is the key to creativity.
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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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If we face recession, we should not lay off employees the company should sacrifice a profit. It's management's risk and management's responsibility. Employees are not guilty why should they suffer?
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The patron saint of Japanese quality control, ironically, is an American named W. Edwards Deming, who was virtually unknown in his own country until his ideas of quality control began to make such a big impact on Japanese companies.
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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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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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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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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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I knew we needed a weapon to break through to the US market, and it had to be something different, something that nobody else was making.
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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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While the United States has been busy creating lawyers, we have been busier creating engineers.
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I believe people work for satisfaction.
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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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More people are interested in trying to shuffle paper assets around than building lasting assets by producing real goods.
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Carefully watch how people live, get an intuitive sense as to what they might want and then go with it. Don’t do market research.
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We want everybody to have the best facilities in which to work, but we do not believe in posh and impressive private offices.
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I believe it is a big mistake to think that money is the only way to compensate a person for his work. People need money, but they also want to be happy in their work and proud of it.
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