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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.

Akio Morita

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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
Best
Posh
Work
Facilities
Believe
Offices
Facility
Impressive
Private
Office
Everybody

More quotes by Akio Morita

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The only sure thing is that in business there are no sure things.
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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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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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If you don't want Japan to buy it, don't sell it.
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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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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 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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The remarkable thing about management is that a manager can go on for years making mistakes that nobody is aware of, which means that management can be a kind of a con job.
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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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All you need is the best product in the world, the most efficient production in the world and global marketing.
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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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Once you have a staff of prepared, intelligent, and energetic people, the next step is to motivate them to be creative.
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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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The public does not know what is possible. We do.
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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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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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America looks 10 minutes ahead Japan looks 10 years.
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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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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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(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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