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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.

Akio Morita

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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
Example
Unleashing
United
Apollo
Problem
Target
States
Solution
Best
Project
Always
Solutions
Projects
Creativity

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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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If we do our best and make efforts, a peaceful and great future will become ours without fail. Whether we succeed or not depends on the strength of our resolve and the amount of our endeavor.
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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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All you need is the best product in the world, the most efficient production in the world and global marketing.
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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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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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Management of an industrial company must be giving targets to the engineers constantly that may be the most important job management has in dealing with its engineers.
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A company will get nowhere if all of the thinking is left to management.
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Amenities are not of great concern to management in Japan.
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An enemy of innovation could be your own sales force.
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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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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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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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My solution to the problem of unleashing creativity is always to set up a target.
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I believe people work for satisfaction.
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If you don't want Japan to buy it, don't sell it.
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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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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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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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America looks 10 minutes ahead Japan looks 10 years.
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