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.
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.
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.
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.
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.
The only sure thing is that in business there are no sure things.
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.
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.
The company must not throw money away on huge bonuses for executives or other frivolities but must share its fate with the workers.
I believe people work for satisfaction.
While the United States has been busy creating lawyers, we have been busier creating engineers.
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.
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.
We don't believe in market research for a new product unknown to the public. So we never do any.
An enemy of innovation could be your own sales force.
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.
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.
If you don't want Japan to buy it, don't sell it.
We want everybody to have the best facilities in which to work, but we do not believe in posh and impressive private offices.
We want to keep the company healthy and its employees happy, and we want to keep them on the job and productive.
There is no secret ingredient or hidden formula responsible for the success of the best Japanese companies.
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.
My solution to the problem of unleashing creativity is always to set up a target.
Japanese attitudes toward work seem to be critically different from American attitudes.
Amenities are not of great concern to management in Japan.
Follow AzQuotes on Facebook, Twitter and Google+. Every day we present the best quotes! Improve yourself, find your inspiration, share with friends
or simply: