Quote

I believe one of the reasons we went through such a remarkable growth period was that we had this atmosphere of free discussion.

Akio Morita

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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
Reason
Discussion
Believe
Atmosphere
Period
Reasons
Periods
Growth
Went
Free
Remarkable

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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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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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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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More people are interested in trying to shuffle paper assets around than building lasting assets by producing real goods.
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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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While the United States has been busy creating lawyers, we have been busier creating engineers.
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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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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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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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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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But make sure you don't make the same mistake twice.
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Curiosity is the key to creativity.
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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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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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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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Japanese people tend to be much better adjusted to the notion of work, any kind of work, as honorable.
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My solution to the problem of unleashing creativity is always to set up a target.
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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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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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