Quote

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
Long
Period
Periods
Projects
Difficult
Together
Without
Sometimes
Fruition
Work
Organisation

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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 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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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.
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While the United States has been busy creating lawyers, we have been busier creating engineers.
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When I find an employee who turns out to be wrong for the job, I feel it is my fault because I made the decision to hire him.
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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 public does not know what is possible. We do.
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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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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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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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Our plan is to lead the public with new products rather than ask them what kind of products they want.
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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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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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But make sure you don't make the same mistake twice.
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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 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 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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We don't believe in market research for a new product unknown to the public. So we never do any.
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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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My solution to the problem of unleashing creativity is always to set up a target.
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