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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.

Akio Morita

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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
Periods
Projects
Difficult
Together
Without
Sometimes
Fruition
Work
Organisation
Long
Period

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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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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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Japanese people tend to be much better adjusted to the notion of work, any kind of work, as honorable.
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The only sure thing is that in business there are no sure things.
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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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If you don't want Japan to buy it, don't sell it.
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I believe one of the reasons we went through such a remarkable growth period was that we had this atmosphere of free discussion.
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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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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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(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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From a management standpoint, it is very important to know how to unleash people's inborn creativity. My concept is that anybody has creative ability, but very few people know how to use it.
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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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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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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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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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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 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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All you need is the best product in the world, the most efficient production in the world and global marketing.
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Never break another man's rice bowl.
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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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