Akio Morita Famous Quotes
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(Japanese Government believes that if you have a big laboratory with all the latest equipment and good funding it will automatically lead to creativity. It doesn't work that way.
Mistakes and miscalculations are human and normal, and viewed in the long run they have not damaged the company. I do not mind taking responsibilty for every managerial decision I have made. But if a person who makes a mistake is branded and kicked off the seniority promotion escalator, he could lose his motivation for the rest of his business life and depreive the company of whaever good things he may have to offer later. If the casues of the mistake are clarified and made public, the person who made the mistake will not forget it and others will not make the same mistake. I tell our people Go ahead and do what you think is right. If you make a mistake, you will learn form it. Just don't make the same mistake twice.
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.
Once you have a staff of prepared, intelligent, and energetic people, the next step is to motivate them to be creative.
Executives of the company must have the necessary qualities to direct the personnel by showing them the way to do things.
We don't believe in market research for a new product unknown to the public. So we never do any.
Amenities are not of great concern to management in Japan.
Without an organisation that can work together, sometimes over a very long period, it's difficult to see new projects to fruition.
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.
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.
Advertising and promotion alone will not sustain a bad product or a product that is not right for the times.
The company must not throw money away on huge bonuses for executives or other frivolities but must share its fate with the workers.
My chief job is to constantly stir or rekindle the curiosity of people that gets driven out by bureaucracy and formal schooling systems.
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.
An enemy of innovation could be your own sales force.
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.
Japanese attitudes toward work seem to be critically different from American attitudes.
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. To
put it a bit more dramatically, the fate of your
business is actually in the hands of the youngest
recruit on the staff.
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.
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.
All you need is the best product in the world, the most efficient production in the world and global marketing.
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.
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.
We want everybody to have the best facilities in which to work, but we do not believe in posh and impressive private offices.
The only sure thing is that in business there are no sure things.
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.
curiosity is the key to creativity
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.
The public does not know what is possible. We do.
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.
Don't be afraid to make a mistake. But make sure you don't make the same mistake twice.
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?
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.
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.
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.
We want to keep the company healthy and its employees happy, and we want to keep them on the job and productive.
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.
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.
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.