I believe one of the reasons we went through such a remarkable growth period was that we had this atmosphere of free discussion.
Curiosity is the key to creativity.
A company will get nowhere if all of the thinking is left to management.
But make sure you don’t make the same mistake twice.
To gain profit is important, but you must invest to build up assets that you can cash in in the future.
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.
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.
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.
The public does not know what is possible. We do.
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.
If you go through life convinced that your way is always best, all the new ideas in the world will pass you by.
You can be totally rational with a machine. But if you work with people, sometimes logic often has to take a backseat to understanding.
All you need is the best product in the world, the most efficient production in the world and global marketing.
Once you have a staff of prepared, intelligent, and energetic people, the next step is to motivate them to be creative.
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.
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.
There are three creativities: creativity in technology, in product planning, and in marketing. To have any one of these without the others is self defeating in business.
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.
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.
There is no secret ingredient or hidden formula responsible for the success of the best Japanese companies.
Amenities are not of great concern to management in Japan.
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.
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.
The only sure thing is that in business there are no sure things.
Japanese attitudes toward work seem to be critically different from American attitudes.
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