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.
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.
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.
(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.
Americans make money by playing `money games,' namely mergers, acquisitions, by simply moving money back and forth ... instead of creating and producing goods with some actual value.
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.
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.
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.
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.