Akio Morita Quotes
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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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More people are interested in trying to shuffle paper assets around than building lasting assets by producing real goods.
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While the United States has been busy creating lawyers, we have been busier creating engineers.
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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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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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If you don't want Japan to buy it, don't sell it.
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Our plan is to lead the public with new products rather than ask them what kind of products they want.
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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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The only sure thing is that in business there are no sure things.
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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.
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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 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.
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Executives of the company must have the necessary qualities to direct the personnel by showing them the way to do things.
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Curiosity is the key to creativity.
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I believe it is a big mistake to think that money is the only way to compensate a person for his work. People need money, but they also want to be happy in their work and proud of it.
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I believe people work for satisfaction.
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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.
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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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We want everybody to have the best facilities in which to work, but we do not believe in posh and impressive private offices.
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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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Once you have a staff of prepared, intelligent, and energetic people, the next step is to motivate them to be creative.
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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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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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My chief job is to constantly stir or rekindle the curiosity of people that gets driven out by bureaucracy and formal schooling systems.
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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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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.
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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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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.
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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.
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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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