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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.

Akio Morita

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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
Without
Innovation
Self
Product
Products
Creativity
Technology
Business
Defeating
Others
Marketing
Three
Planning

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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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(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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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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I often say to my assistants, Never trust anybody, but what I mean is that you should never trust someone else to do a job exactly the way you would want it done.
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All you need is the best product in the world, the most efficient production in the world and global marketing.
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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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Once you have a staff of prepared, intelligent, and energetic people, the next step is to motivate them to be creative.
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Advertising and promotion alone will not sustain a bad product or a product that is not right for the times.
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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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Our plan is to lead the public with new products rather than ask them what kind of products they want.
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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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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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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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Americans make money by playing `money games,' namely mergers, acquisitions, by simply moving money back and forth ... instead of creating and producing goods with some actual value.
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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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We don't believe in market research for a new product unknown to the public. So we never do any.
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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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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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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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