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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
Office
Everybody
Posh
Best
Facilities
Work
Offices
Believe
Facility
Impressive
Private

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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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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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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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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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If you don't want Japan to buy it, don't sell it.
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An enemy of innovation could be your own sales force.
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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 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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While the United States has been busy creating lawyers, we have been busier creating engineers.
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Amenities are not of great concern to management in Japan.
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If we face recession, we should not lay off employees the company should sacrifice a profit. It's management's risk and management's responsibility. Employees are not guilty why should they suffer?
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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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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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We will try to create conditions where persons could come together in a spirit of teamwork, and exercise to their heart's desire their technological capacity.
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Japanese attitudes toward work seem to be critically different from American attitudes.
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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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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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America looks 10 minutes ahead Japan looks 10 years.
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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 important thing in my view is not to pin the blame for a mistake on somebody, but rather to find out what caused the mistake.
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