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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.
Akio Morita
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Akio Morita
Age: 78 †
Born: 1921
Born: January 26
Died: 1999
Died: October 3
Businessman
Businessperson
Engineer
Physicist
Else
Weapon
Different
Market
Something
Weapons
Nobody
Needed
Knew
Break
Making
More quotes by Akio Morita
While the United States has been busy creating lawyers, we have been busier creating engineers.
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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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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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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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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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Curiosity is the key to creativity.
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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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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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To gain profit is important, but you must invest to build up assets that you can cash in in the future.
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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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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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If you don't want Japan to buy it, don't sell it.
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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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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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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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But make sure you don't make the same mistake twice.
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Japanese attitudes toward work seem to be critically different from American attitudes.
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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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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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