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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
Work
Facilities
Believe
Offices
Facility
Impressive
Private
Office
Everybody
Best
Posh

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But make sure you don't make the same mistake twice.
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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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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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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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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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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.
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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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All you need is the best product in the world, the most efficient production in the world and global marketing.
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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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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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The public does not know what is possible. We do.
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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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Japanese people tend to be much better adjusted to the notion of work, any kind of work, as honorable.
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While the United States has been busy creating lawyers, we have been busier creating engineers.
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I believe people work for satisfaction.
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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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Curiosity is the key to creativity.
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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 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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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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