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.
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.
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.
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.
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.
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.
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.
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.