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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.
Akio Morita
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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
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Someone
Done
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More quotes by Akio Morita
Curiosity is the key to creativity.
Akio Morita
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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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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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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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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Executives of the company must have the necessary qualities to direct the personnel by showing them the way to do things.
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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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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 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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(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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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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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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There is no secret ingredient or hidden formula responsible for the success of the best Japanese companies.
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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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Our plan is to lead the public with new products rather than ask them what kind of products they want.
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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 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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More people are interested in trying to shuffle paper assets around than building lasting assets by producing real goods.
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A company will get nowhere if all of the thinking is left to management.
Akio Morita