"We're in the same position
as you were then,
and this is the first of our 50 years.
In 50 years' time,
we'll have made the name Sony
as famous as yours."

From the publication *Genryu*, marking Sony's 50th anniversary. The context of this quote by Mr. Morita is provided in the episode "Loyalty to the Sony Brand" (page 90)

04 The Foresight of Mr. Morita

[L.C.]

Akio Morita was born in Nagoya, Japan on January 26, 1921. For more than 300 years, the Morita family has carried on the tradition of making sake in Kosugaya (presently Tokoname City) near Nagoya. He was groomed from an early age by his father, Kyuzaemon, to succeed the Morita family sake business. He had a strict upbringing and often attended company meetings with his father—assisting with the family business even on school holidays.

From early on, the Morita family embraced the latest developments of Western culture such as the automobile and the phonograph. Whenever he finished helping with the business, he could be found engrossed in assembling and disassembling the family phonograph.

Fond of tinkering with gadgets from his primary and middle school years, he was adept at mathematics and physics. After graduating from the Eighth Higher School, he entered the Physics Department of Osaka Imperial University.

At the time, Japan was in midst of the Pacific War. In

Tokyo Tsushin Kogyo K.K. (Tokyo Telecommunications Engineering Corporation) with approximately 20 employees and 190,000 yen in initial capital. At the time, Mr. Ibuka was 38 and Mr. Morita was 25.

Throughout their long partnership, Mr. Ibuka devoted the sum of his energies to research and development, while Mr. Morita took the helm of Sony, leading overall management from product development to marketing, overseas expansion, finance, human resources and Sony's entertainment industry.

The company's drive to expand globally was apparent in the decision to change its corporate name to "Sony" in 1958. Since "Tokyo Tsushin Kogyo" had already become widely known, this decision was unpopular among those both inside and outside the company. However, Mr. Morita reasoned that for the company to expand its presence globally, the company's name should be changed to something easily recognizable. He also thought the company might someday make products other than electronic goods and

1945, Mr. Morita, who had become a Navy technical lieutenant upon graduation from university, attended meetings of the Navy's Wartime Research Committee. This committee was the context for his fateful meeting with Masaru Ibuka (Founder and Chief Advisor of Sony Corporation who passed away on December 19, 1997).

When he returned to the family home in Nagoya following the War, he packed and prepared to leave for Tokyo as he had been invited to join the faculty of the Tokyo Institute of Technology by one of its professors. By chance, he came across the "Blue Pencil" column in the newspaper "Asahi Shimbun" where he discovered Mr. Ibuka had founded his own research laboratory called Tokyo Tsushin Kenkyujo (Tokyo Telecommunications Research Institute). Mr. Ibuka had founded this laboratory to embark on a new beginning following the aftermath of the War. Upon reading the article, Mr. Morita visited Mr. Ibuka and together they began working toward establishing a company.

On May 7, 1946, Mr. Ibuka and Mr. Morita founded

would need a name with a more adaptable image. Therefore, the name was changed to "Sony Corporation" and in Japanese, "SONY" was written in *katakana* script (a Japanese phonetic script commonly used to write words of foreign origin), which was unheard of at the time.

In 1960, Sony Corporation of America (SONAM) was established in the United States. Through SONAM, Sony was able to develop independent sales channels (sales, until then, had been through authorized dealers). Mr. Morita moved his family to the US to take the lead in creating Sony's own independent sales network.

There are countless products that would never have been realized without Mr. Morita's innovative ideas. Mr. Morita's creativity was boundless—extending into such areas as marketing and product development. Mr. Morita even made an impact by creating new lifestyles and transforming cultures as evidenced by products like the Walkman and the VCR.

Mr. Morita also demonstrated an ability to break from conventional thinking in terms of corporate financial strategy

08 Flight Path

[L]

when American Depositary Receipts (ADRs) were issued in 1961. This was the first time a Japanese company had offered shares on the New York Stock Exchange, enabling Sony to raise substantial capital in the US. At a time when Japanese corporate managers were dependent on Japanese banks for raising capital, the image of Sony directly raising foreign capital, paved the way for other Japanese companies to do the same.

In the area of human resources, Mr. Morita wrote a book in 1966 called *Never Mind School Records*. He stressed that school records are unimportant in determining job performance. Today, many Japanese corporations in Japan have adopted this point of view, which Mr. Morita first articulated more than 30 years ago.

Just as his desire to change the name from "Tokyo Tsushin Kogyo" to "Sony" suggests, Mr. Morita was eager to diversify Sony's operations outside the electronics business. In 1968, the company formed a joint venture with CBS Inc. by establishing CBS/Sony Records Inc., thus catapulting Sony

Japanese in the US.

Due to such activities, Mr. Morita was the first Japanese to be awarded the Albert Medal by the United Kingdom's Royal Society of Arts in 1982. In 1984, he was decorated with the highest and most prestigious French order, the Officier dans l'Ordre National de la Légion d'Honneur. In addition, in 1991 he was decorated by H.M. the Emperor of Japan with the First Class Order of the Sacred Treasure. Mr. Morita also received numerous awards from countries such as Austria, Belgium, Brazil, Germany, Spain, the Netherlands and the United States, which attests to the extent and global recognition of his activities.

Mr. Morita had an outgoing personality, which he himself described as "cheerful," and which was loved by many. He had a wide circle of friends not only in the Japanese political and economic spheres, but also abroad which included individuals like the Honorable Henry Kissinger (former US Secretary of State), and conductors such

Flight Path

into the music entertainment business. Then in 1979, by forming a joint venture with The Prudential Life Insurance Co. of America, Sony launched its financial business with the founding of Sony Prudential Life Insurance Co. Ltd.

In 1988, what was originally CBS/Sony Records Inc. (a joint venture) became a wholly owned subsidiary of Sony. The following year, Sony acquired Columbia Pictures Entertainment, Inc., enabling the company to become a comprehensive entertainment company owning both soft contents and hardware.

In addition to his endeavors as Sony's manager, Mr. Morita was active in building a cultural bridge between Japan and various countries in his role as Vice Chairman of the Keidanren (Japan Federation of Economic Organizations) and as a member of the Japan-U.S. Economic Relations Group (also known as the "Wisemen's Group"). He worked particularly hard at easing US-Japan trade friction, and through the publication of such literary works as *Made in Japan*, he became regarded as one of the most well-known

as Maestro Zubin Mehta and the late Maestro Herbert von Karajan. Mr. Morita's boundless curiosity and desire to take on any challenge extended to his private life; attested by the fact that he started skiing, playing tennis and scuba diving after he had past the age of 50.

With his sights fixed on the world, he was an internationalist by nature—promoting globalization through market-based manufacturing. His ideas displayed genius, evidenced by the Walkman and the VCR. As a corporate manager, his desire to take on any challenge was demonstrated by his continual ambition to implement the latest strategies. Moreover, he loved Sony, comparing the company's fate to that of a ship—an inseparable fate shared by company and employee alike. Yet, his love was not bounded by the corporate walls of one company in Japan's electronic sector, but extended to the entire nation as he truly loved Japan.

Flight Path © 09

LC

Celebrating the Path Traveled
by Mr. Morita and Sony

1921 Jan 26 • Born in Nagoya, Aichi Prefecture as the eldest son of Kyuzaemon (father) and Shu (mother); the Morita family has carried on the tradition of making sake for more than 300 years with Akio Morita representing the fifteenth generation

1933 Mar • Graduated from Aichi Prefecture First Public Elementary School

1942 Mar • Graduated from the science department of the Eighth Higher School

Apr • Entered Osaka Imperial University, Department of Physics

1944 Jan • Entered the Navy as a student assigned to the university – allowing him to continue his studies during the War

Sep • Graduated from Osaka Imperial University, Department of Physics

1945 Mar • Commissioned as a Navy technical lieutenant

• Met Masaru Ibuka (Sony Founder and former Sony Chairman who passed away on December 19, 1997). At the time, Mr. Ibuka was the Managing Director of Japan Measuring Instruments Company. They met at a Wartime Research Committee meeting
Oct
Mr. Ibuka established Tokyo Tushin Kenkyujyo (Tokyo Telecommunications Research Institute) in the Shirokiya Department Store building (now Tokyu Department Store), Nihombashi, Tokyo

• They resumed contact after Mr. Morita came across the "Blue Pencil" column in the newspaper "Asahi Shimbun" where he discovered Mr. Ibuka had founded his own company

1946 May • After completing restructuring, Mr. Ibuka and Mr. Morita founded Tokyo Tsushin Kogyo K.K. or Tokyo Telecommunications Engineering Corporation (the predecessor to Sony Corporation) with 190,000 yen in capital. Mr. Morita was appointed as a Director

1947 Jan • Moved headquarters and factory to Shinagawa, Tokyo

May • Appointed as Managing Director

1950 Jul • Launched Japan's first tape recorder, the "G-type"

Nov • Appointed as Senior Managing Director

1955 Aug • Listed on the over-the-counter (OTC) market of the Tokyo Stock Exchange (TSE)
Launched Japan's first transistor radio, the TR-55

1957 Mar • Launched the world's smallest portable transistor radio, TR-63. First model designed for export

1958 Jan • Company name officially changed to Sony Corporation

Dec • Sony Corporation listed on the TSE

1959 Dec • Appointed as Executive Vice President

1960 Feb • Sony Corporation of America established; appointed as President
May • Launched the world's first transistor TV (the TV8-301)

Dec • Established Sony Overseas S.A. in Zug, Switzerland; became Company Representative

1961 Jun • Became the first Japanese company to offer shares in the United States in the form of American Depository Receipts (ADR), on the OTC market of the New York Stock Exchange (NYSE)

1962 Oct • Opened a Sony showroom on New York's Fifth Avenue

1963 Jun • Moved to the United States with family
Jul • Launched the world's first compact transistor VTR (the PV-100)

1965 Mar • Established Sony/Tektronix Corporation, a joint venture (50% Sony capital) with Tektronix Inc. of the United States
Aug • Launched the world's first home-use open-reel VTR (the CV-2000)

Founding of Tokyo Tsushin Kogyo K.K. (Tokyo Telecommunications Engineering Corporation) in 1946; photo taken the following year — Mr. Ibuka at age 39 and Mr. Morita at age 26

In front of the factory in Shinagawa, Tokyo (location of the present Sony Headquarters) in the summer of 1947. From left to right: Akira Higuchi (current Sony Advisor), Kazuo Iwama (shortly after becoming Sony President), Masaru Ibuka, and Akio Morita

10 ©Celebrating the Path Traveled by Mr. Morita and Sony

<table>
  <tbody>
    <tr>
      <td>1966</td>
      <td>Apr</td>
      <td>Sony Building in Tokyo's Ginza District completed</td>
    </tr>
    <tr>
      <td></td>
      <td>May</td>
      <td>• "Never Mind School Records" published</td>
    </tr>
    <tr>
      <td>1968</td>
      <td>Mar</td>
      <td>Established CBS/Sony Records, a joint venture (50% Sony capital) with CBS Inc. of the United States (became a wholly owned subsidiary of Sony in January of 1988, and renamed Sony Music Entertainment Inc. in April 1991); appointed as President</td>
    </tr>
    <tr>
      <td></td>
      <td>May</td>
      <td>Established Sony (UK) Ltd. (reorganized as Sony United Kingdom Ltd. in April 1993)</td>
    </tr>
    <tr>
      <td></td>
      <td>Oct</td>
      <td>Launched "Trinitron" color TV (the KV-1310)</td>
    </tr>
    <tr>
      <td>1969</td>
      <td>Jun</td>
      <td>• "Shin-Jitsuryokushugi" (The New Merit System) published</td>
    </tr>
    <tr>
      <td>1970</td>
      <td>Apr</td>
      <td>Sony lights up New York with its Times Square neon sign</td>
    </tr>
    <tr>
      <td></td>
      <td>Sep</td>
      <td>Shares listed on the NYSE</td>
    </tr>
    <tr>
      <td>1971</td>
      <td>Jun</td>
      <td>• Appointed President of Sony Corporation</td>
    </tr>
    <tr>
      <td>1972</td>
      <td>Aug</td>
      <td>Started operations at color TV assembly plant in San Diego, California</td>
    </tr>
    <tr>
      <td>1973</td>
      <td>Jan</td>
      <td>Started operations at audio plant in Barcelona, Spain (began color TV production in 1984)</td>
    </tr>
    <tr>
      <td></td>
      <td>May</td>
      <td>Received Emmy Award for the development of the Trinitron</td>
    </tr>
    <tr>
      <td>1974</td>
      <td>Jun</td>
      <td>Started operations of color TV assembly plant in Bridgend, Wales</td>
    </tr>
    <tr>
      <td></td>
      <td>Aug</td>
      <td>Started operations of Cathode Ray Tube (CRT) plant in San Diego—the first ever fully integrated color TV production facility established by a Japanese company overseas</td>
    </tr>
    <tr>
      <td>1975</td>
      <td>Feb</td>
      <td>Established Sony-Eveready Inc., a joint venture (50% Sony capital) with Union Carbide Corp. of the US (renamed Sony Energytec, Inc. after Sony acquired 100% of the shares in March of 1986)</td>
    </tr>
    <tr>
      <td></td>
      <td>May</td>
      <td>Launched home-use half-inch Betamax VTR (the SL-6300)</td>
    </tr>
    <tr>
      <td>1976</td>
      <td>Jan</td>
      <td>• Appointed Chairman and Chief Executive Officer</td>
    </tr>
    <tr>
      <td></td>
      <td>Mar</td>
      <td>• Medal of Honor with Blue Ribbon from H.M. the Emperor of Japan</td>
    </tr>
    <tr>
      <td></td>
      <td>Jul</td>
      <td>Launched broadcast-use BV series VTR</td>
    </tr>
    <tr>
      <td></td>
      <td>Nov</td>
      <td>Universal Studios and Walt Disney Productions filed suit in Los Angeles District Court against Sony Headquarters and Sony of America for infringing on property rights associated with television programs that could be recorded by the home-use VTR (this became known as the "Betamax Case")</td>
    </tr>
    <tr>
      <td>1979</td>
      <td>Jul</td>
      <td>Launched personal headphone stereo, the "Walkman," (the TPS-L2)</td>
    </tr>
    <tr>
      <td></td>
      <td>Aug</td>
      <td>Established Sony Prudential Life Insurance Co. Ltd., a joint venture (50% Sony capital) with the Prudential Insurance Co. of America (renamed Pruco Life Insurance Co. Ltd. in September 1987 and Sony Life Insurance Co. Ltd. in April 1991)</td>
    </tr>
    <tr>
      <td>1982</td>
      <td>Sep</td>
      <td>• Received Honorary Doctorate of Law from Williams College in Massachusetts</td>
    </tr>
    <tr>
      <td></td>
      <td>Oct</td>
      <td>Launched the CD player (the CDP-101)</td>
    </tr>
    <tr>
      <td></td>
      <td>Nov</td>
      <td>• Received Directorate Award from the International Council of the National Academy of Television Arts and Sciences<br>Launched "Betacam" half-inch camcorder for broadcast use, (the BVW-1)</td>
    </tr>
    <tr>
      <td></td>
      <td>Dec</td>
      <td>• Honored with the Albert Medal by the Royal Society of Arts</td>
    </tr>
  </tbody>
</table>

Together with his family, Mr. Morita moves to the US (1963). Photo taken with employees at the Sony America Office

Mr. Morita shown taking the lead in preparing for the opening of Sony's Fifth Avenue showroom (1962)

12 ©Celebrating the Path Traveled by Mr. Morita and Sony

<table>
  <tbody>
    <tr>
      <td>1984 Jan</td>
      <td>Sony wins US Supreme Court appeal in the "Betamax Case"</td>
    </tr>
    <tr>
      <td>Feb</td>
      <td>Decorated by the President of France with the Officier dans l'Ordre National de la Légion d'Honneur</td>
    </tr>
    <tr>
      <td>Jun</td>
      <td>Meeting with President Ronald Regan as head of the Keidanren (Japan Federation of Economic Organizations) mission to repeal the US Unitary Tax</td>
    </tr>
    <tr>
      <td>Aug</td>
      <td>Oregon becomes the first state to rescind the Unitary Tax</td>
    </tr>
    <tr>
      <td>Oct</td>
      <td>The CD Compact Player (the D-50) is announced (sales began in November)</td>
    </tr>
    <tr>
      <td>1986 May</td>
      <td>Appointed Vice Chairman of the Keidanren (resigned in May 1992)</td>
    </tr>
    <tr>
      <td>Oct</td>
      <td>Made in Japan: Akio Morita and Sony (with Mitsuko Shimomura and Edwin M. Reingold) memoir published in the US</td>
    </tr>
    <tr>
      <td>1987 Jun</td>
      <td>Decorated with the Commander's Cross of the Order of Merit of the Federal Republic of Germany</td>
    </tr>
    <tr>
      <td>Sep</td>
      <td>Decorated with the Knight Commanders Cross First Class of the Order of Merit of the Republic of Austria</td>
    </tr>
    <tr>
      <td>1988 Apr</td>
      <td>Appointed Chairman of the Council for Better Investment in the United States (renamed the Council for Better Corporate Citizenship) becoming Honorary Chairman from May 1996</td>
    </tr>
    <tr>
      <td>1989 Jan</td>
      <td>The Japan That Can Say No (co-authored with Shintaro Ishihara) published</td>
    </tr>
    <tr>
      <td>Jun</td>
      <td>Launched the compact and lightweight passport-sized 8mm camcorder (the CCD-TR55)</td>
    </tr>
    <tr>
      <td>Nov</td>
      <td>Acquired Columbia Pictures Entertainment, Inc. (renamed Sony Pictures Entertainment, Inc. in August 1991)</td>
    </tr>
    <tr>
      <td>1990 Feb</td>
      <td>Announced lithium-ion rechargeable battery</td>
    </tr>
    <tr>
      <td>May</td>
      <td>Received Honorary Doctor of Law from University of Pennsylvania</td>
    </tr>
    <tr>
      <td>Dec</td>
      <td>Decorated by H.M. the King of Spain with the La Gran Cruz de la Orden del Mérito Civil Hi-definition-ready home-use 36-inch HD Trinitron launched</td>
    </tr>
    <tr>
      <td>1991 Apr</td>
      <td>Decorated by H.M. the Emperor of Japan with the First Class Order of the Sacred Treasure</td>
    </tr>
    <tr>
      <td>Jun</td>
      <td>Named an Honorary Member of the Institute of Electrical and Electronics Engineers (IEEE)</td>
    </tr>
    <tr>
      <td>Aug</td>
      <td>Alaska became the last state to rescind the Unitary Tax - representing the complete abolition of the tax nationwide</td>
    </tr>
    <tr>
      <td>Oct</td>
      <td>Appointed Chairman of the Japan International Training Cooperation Organization (resigned in March 1995)</td>
    </tr>
    <tr>
      <td>Nov</td>
      <td>Sony Music Entertainment (Japan), Inc. listed on the Second Section of the TSE</td>
    </tr>
    <tr>
      <td>Dec</td>
      <td>Decorated by H.M. the Queen of Netherlands with the title Commander in the Order of Orange Nassau</td>
    </tr>
    <tr>
      <td>1992 Mar</td>
      <td>Established Sony Pictures Entertainment (Japan), Inc., following acquisitions of Japanese film distributor companies managed by Sony Pictures Entertainment, (US) Inc.</td>
    </tr>
    <tr>
      <td>May</td>
      <td>Appointed Vice Chairman of the Board of Councilors, Keidanren (resigned in May 1994)</td>
    </tr>
    <tr>
      <td>Jun</td>
      <td>Appointed Vice Chairman of Keizai Koho Center (Japan Institute for Social and Economic Affairs) (resigned in June 1994)</td>
    </tr>
    <tr>
      <td>Nov</td>
      <td>Launched the MiniDisc (MD)</td>
    </tr>
    <tr>
      <td>1993 Mar</td>
      <td>Decorated by H.M. the Queen of England with the title Honorary Knight Commander of the Most Excellent Order of the British Empire</td>
    </tr>
    <tr>
      <td>May</td>
      <td>Received Honorary Doctorate of Engineering from University of Illinois</td>
    </tr>
    <tr>
      <td>Jun</td>
      <td>Appointed Chairman of Foreign Investment of the Japan Development Corporation (resigned in June 1996)</td>
    </tr>
    <tr>
      <td>Sep</td>
      <td>Appointed Chairman of The Japan-US Business Council (resigned in June 1994)</td>
    </tr>
    <tr>
      <td>Oct</td>
      <td>Decorated by H.M. the King of the Belgians with the title Commander of the Order of Leopold</td>
    </tr>
    <tr>
      <td>Nov</td>
      <td>Launched Component Digital VTR for broadcast use, Digital Betacam</td>
    </tr>
    <tr>
      <td>Dec</td>
      <td>Established Sony Computer Entertainment (Japan), Inc.</td>
    </tr>
    <tr>
      <td></td>
      <td>Successfully developed the world's first continuous oscillation, room-temperature-operating blue semiconductor laser</td>
    </tr>
  </tbody>
</table>

The Albert Medal from the Royal Society of Arts.
Mr. Morita is shown receiving the medal from
H.R.H. Prince Philip, Duke of Edinburgh (1982)

Mr. Morita holds the Emmy awarded to Sony for
special contributions (1982)

H.R.H. Princess Diana is welcomed at the second
Bridgend Plant (1982)

14 Celebrating the Path Traveled by Mr. Morita and Sony

L.C.

**1994 Apr** Replaced corporate structure based on divisions with one based on internal companies

**Jun** Presented with IEEE Founders Medal from the Institute of Electrical and Electronic Engineers, Inc.

**Jul** Successfully developed world's first high-intensity, green light-emitting diode

**Nov** Appointed Founder and Honorary Chairman of Sony Corporation

**1995 Sep** Launched digital video camcorder for home-use, "Digital Handycam," (the DCR-VX1000 and the DCR-VX700)

**1996 Apr** Instituted structural reforms designed to strengthen divisional and R&D framework and achieve Network Company reforms

**May** 50th Anniversary of Sony Corporation

**Jul** Decorated by the Government of Catalonia, Spain with the Creu de Sant Jordi

**Sep** Launched home-use VAIO personal computer series in US market (introduced in Japan in July 1997)

**Nov** Presented with the Distinguished Medal of Honor from the Japanese American National Museum

**1997 Mar** Launched DVD Video Player (the DVP-S7000)

**Apr** Established Sony Marketing (Japan), Inc. by combining eight domestic sales companies responsible for consumer products

**Jun** Major restructuring of Board of Directors while instituting the position of Corporate Executive Officer

**Jul** Launched "VAIO" PC for the home-use market in Japan

**Dec 19** Founder and Chief Advisor of Sony Corporation Mr. Masaru Ibuka passes away

**1998 Feb** Decorated by the President of France with the title Commandeur dans l'Ordre National de la Légion d'Honneur

**1999 Oct** Decorated by H.M. the Emperor of Japan with the Grand Cordon of the Order of the Rising Sun

First Class Order of the Sacred Treasure from H.M. the Emperor of Japan (1991)

Giving H.M. Queen Elizabeth a tour of Sony's Pencoed Technology Centre, Wales (1993)

At the ceremony to celebrate Mr. Ibuka receiving the Order of Culture from H.M. the Emperor of Japan (1992)

A representative of the British Royal Family presents Mr. Morita with the regalia bestowed upon him as Honorary Knight Commander of the Most Excellent Order of the British Empire (1993)

©TIMEPIX

Chosen by "Time" as one of the twenty most influential business leaders of the 20th Century (1998)

16 ©Celebrating the Path Traveled by Mr. Morita and Sony

[c]

Grand Cordon of the Order
of the Rising Sun and Related Regalia
and Third Grade Bestowed Upon Mr. Morita

On October 5th, 1999 the
Grand Cordon of the Order of
the Rising Sun and related
regalia and Third Grade were
bestowed upon the late Mr.
Morita by H.M. the Emperor of
Japan. On November 5, at the
Ministry of International Trade
and Industry, the actual
certificate and regalia of the
Grand Cordon of the Order of
the Rising Sun and the

certificate of the Third Grade were presented in the presence of Sony's Chairman Ohga and Akio Morita's son, Mr. Hideo Morita. In addition to these posthumous awards, previously Mr. Morita was awarded the Medal of Honor with Blue Ribbon in March of 1976 and the Grand Cordon of the Order of the Sacred Treasure in April of 1991. Both awards were bestowed by H.M. the Emperor of Japan. The Grand Cordon of the Order of the Rising Sun and related regalia and Third Grade were bestowed upon Mr. Morita for his distinguished service and contributions leading the prosperity of the Japanese economy as well as for his remarkable and meritious efforts leading to the betterment of the lives of Japanese citizens.

Mr. Morita's Major Achievements

1. By turning out "world's firsts" revolutionary products one after another and providing new lifestyles for people around the world, Mr. Morita transformed Sony into a world-class electronics corporation. He was a pioneer in Japan in implementing consolidated accounting, instituting a personnel management system that emphasized individual ability as opposed to age, installing outside directors on Sony's board and integrating new management methodologies into the corporate structure.

2. Mr. Morita promoted exchange between the US and Japan at the non-governmental level including the exchange of economic leaders. He played an international role in serving as a bridge of understanding. His efforts led to quick resolution of international trade issues. Throughout the latter part of the 20th Century, he made significant contributions to the promotion of global trade liberalization and industrial development. He served in helping to build an arena for global economic exchange. Examples of this can be found in his significant and historic role as a representative of Japan's economic sphere in numerous international conferences and his efforts to quickly resolve issues related to free trade and investment promotion. In addition, he contributed to the efficiency of Japan's economy by striving to achieve structural liberalization, calling for the timely implementation of a plan to streamline governmental procedure and making proposals concerning the lifting of the ban on holding companies. Mr. Morita led the drive to repeal the US Unitary Tax and his efforts resulted in the total dissolution of this tax in 1991. This led to the wider investment and participation in the US market by industries around the world.

3. Along with the rapid increase of Japanese corporate investment in the US, needs increased for improved relations between US-based Japanese corporations and the surrounding American communities. Mr. Morita played an active role in resolving this issue as his concept of good corporate citizenship spread among local US-based Japanese corporations.

Mr. Morita Honored by H.M. the Emperor of Japan © 17

## Sony Corporation General Managers' Meeting

("Sony Times" January 18, 1989)

# The Leader of Global Localization

Attention has been focused on the apparent growth of Japan's recent foreign direct investments. Various reasons may explain the causes of the swift rise in Japan's foreign direct investment such as the long-term yen appreciation trend. On the other hand, accompanying the quick rise in investment is a new form of friction, specifically investment friction, and this has led to increased wariness toward Japan. Several possible reasons exist: what stands out is the speed of the excessive investment, the fact that investment is focused on specific regions (like New York, California and Hawaii) and the frenzied buying of buildings symbolic to the American people (like New York's Tiffany & Co.) while completely ignoring their feelings.

Japan bashing in various forms has not ended. On the contrary, the seriousness has increased, and become complicated. Certainly more than in the past, if one were to carefully analyze foreign direct investment to the US, the total amount of investment has risen. However, based on the figure for total accumulated investment to the US (at the end of 1987), the United Kingdom and the Netherlands occupied the number one and two positions, while Japan remained in third place. In spite of this, we do not see many Americans voicing their apprehension against investments from the UK and the Netherlands.

On the other hand, despite the push by governors at the state level who are eagerly attempting to attract Japanese investment, wariness toward Japan and

investment related friction are increasing. Although investment is welcomed at the state level, why are these congressional members, elected to act as state representatives, participating in congressionally related Japan bashing activities? Why does bashing against the UK and Netherlands not occur while Japan bashing remains? The cause may be seen as an understanding among congressional members that Japan bashing will increase their number of votes. In contrast, bashing against the UK and the Netherlands will decrease votes. Yet the belief or phenomenon that Japan bashing will increase votes remains.

## Becoming Grassroots Ambassadors

It is necessary to consider why Japan bashing increases votes. Various reasons are plausible. Japan's large trade surplus, the closed nature of Japanese markets, and insufficient burden sharing are a few possibilities. There is also the perception that it has its roots in racial prejudice. However, I think that the problem lies in how growth is promoted in Japanese companies as well as their behavior after expansion. Furthermore, the root of the problem lies in how Japanese people are thought of, namely, how Japanese people are perceived as "foreigners whose essence is difficult to grasp." At the very least, a feeling that we are close associates and good friends is lacking.

Unfortunately, we as Japanese must realize that Japanese are minorities, have a different culture, and are "foreigners whose true essence is difficult to grasp." If Americans were truly close friends with Japanese and regarded them as one of the group, negative comments about the Japanese would result in decreased votes for the individuals making the comments rather than increased votes. There seems to be a point here we must consider.

The challenge that Japan faces now is not how to decrease numeric imbalances, but how to blend into the local community. Simply undertaking PR activities through the use of magazines and newspapers is not enough. As the company expands, it must firmly plant roots in that country. In addition, the expatriate Japanese employees of the expanding company and their family members must act responsibly in serving as ambassadors for Japan.

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## Morita's Message

for various reasons. Sony employees, the individuals most directly involved in Sony's activities, are the very people who need to maintain awareness of how important harmonious community relations are. These are important points which everyone working directly in local communities abroad should remain fully aware of as they carry out management activities locally. This not only applies to those working abroad, but is also something for those at headquarters (our staff who provide support to our overseas operations) to realize the importance of. Our support staff should take the lead and provide support accordingly while keeping these points in mind.

There may be individuals who are unfamiliar with or have questions about what harmonious community relations are or what community-related activities entail. However, the basic idea is to first gain an understanding of the local society, culture and customs as well as to become immersed in the local community. In looking at the US, for example, most communities have diverse church and school related volunteer activities taking place throughout the local area. Specifically, there are various activities being undertaken at school bazaars, PTA organizations, libraries as well as hospitals—all places where assistance in needed.

I want to encourage all Sony employees to take this opportunity and deepen relations with people in local communities while abroad. I also want Sony to be a company in which local people can take pride. This is meaningful in terms of "better investment" and "global localization." Eventually, these concepts will become an important model for other companies and will develop into a means for changing overseas awareness of Japan at the grassroots level. I believe that when local people begin to think of Japanese people as friends and members of the local community, Japan bashing will begin to disappear. Although I have primarily used the US as an example throughout this explanation, conditions are the same in Europe, Asia and other regions as well. Sony management intends to provide full support in these activities and I hope I can count on every Sony employee as well to undertake meaningful efforts and work hard to see this through.

In order to promote responsible US investment activities by Japanese companies, on April 6, 1988 with the assistance of the Keidanren, I established an organization called the Council for Better Investment in the US in which I served as Chairman. The Council has undertaken various activities. The primary focus of these activities has been an attempt to create harmonious, beneficial and friendly relations between the local community and overseas Japanese companies and their employees. Moreover early last month together with leading members of this Council, I traveled to Washington, D.C., meeting with high-ranking officials of the Bush Administration and influential congressional leaders. On this occasion, we exchanged opinions concerning US-Japan relations while also explaining the importance of the Council. Through these efforts, I have come to feel an even deeper sense of responsibility in realizing the extent to which the American public is keenly aware of the behavior of Japanese companies, and expectant as to how Japanese companies will meet the current challenges.

For example, when I met with a faction of congressional members known to be hard-liners against Japan, these same congressional members said that some Japanese companies coming to the US are making great efforts in undertaking beneficial community activities. They stated that these are the kind of efforts that could lead to wider support for Japanese corporations among the American public. If each and every Japanese company in the US were to receive such praise, I think Japanese bashing would disappear.

## Taking the Lead in Promoting Harmonious Relations Within the Community

In the US, each community plays an extremely important societal role. Last year, in various formats both within and outside of Sony, I spoke on the importance of community related activities. I also touched on the new concept of global localization. In relation, I have a favor to ask all Sony employees. It goes without saying that Sony has taken the lead—expanding its numerous and diverse operations throughout the world. In addition, countless Sony employees are stationed or travel abroad

Message 19

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# Messages in Rememberance of Mr. Morita

## So Many Enjoyable Recollections

by Chieko Akiyama
*Critic*

My first opportunity to meet Mr. Morita was provided by a call from New York—the first international telephone call our family had ever received. In those days, receiving a telephone call from abroad involved initially being notified by the telephone company that an international call was coming through. Next, there was a waiting period until the line was connected. The excitement of that moment has since become one of those family memories we still talk about to this day.

The caller was Akio Morita—the individual making headlines with the opening of the Sony Showroom on New York's Fifth Avenue adorned by a Japanese flag flying from the front of the building. The reason for the

call was to request that I give testimony along with Yasuji Hanamori (the journalist who was central to the founding of the well-known women's journal *Kurashi no Techo*) as a witness in a district court hearing. The case involved sales of "Sony Biscuits" and "Sony Chocolates" by a Japanese company unrelated to Sony Corporation. Mr.

20 Messages in Rememberance

Morita believed that in the near future "Sony" would become a word equated with "Japan." Therefore, he believed it was in the best interests of Japan and the Japanese that the confectionery manufacturer have its "Sony" trademark registration revoked. Naturally, Ms. Hanamori and myself had no objection to serving in the district court hearing. Receiving an international telephone call and being asked to provide testimony in a district court hearing all in the same day sent my heart racing. This opportunity was to become the start of many enjoyable recollections with Mr. Morita.

Mr. Mortia once took me, a person who was not particularly fond of New York, on a personal tour of off-Broadway and Greenwich Village and even allowed me to sit-in on a business lunch. In one week he converted me into a New York fan.

He helped me celebrate the 8,000th and 9,000th broadcast of my daily radio show. To commemorate the 10,000th broadcast, the Moritas and the Ibukas took me to dinner at a well-known restaurant called "Kiccho." Whenever I look at the photos taken from that dinner, I begin to get misty-eyed.

The photo shown with the two of us sitting in a jet cockpit was taken at Sony's Media World in Tokyo using trick photography. Mr. Morita had a good laugh at how surprised I was upon seeing this photo which had been taken without a hint of a visual background whatsoever.

To some, Mr. Morita was the miraculous manager, but to me he will always be remembered as a man who was a mischievous fun loving boy at heart.

## In Remembrance of Akio Morita

by Dr. Fred Bergsten
Institute for International Economics

Akio Morita, in addition to all his other roles, was a human bridge between a number of communities which seldom talked to each other. He made herculean efforts to improve understanding between the business community in Japan and its counterparts in the rest of the world, especially the United States, during a period when such contact was difficult if not confrontational. He linked the business and intellectual communities, both within Japan and internationally, in a way that is rare for businessmen anywhere and especially in Japan. He indeed forged, and participated in, networks that brought together leaders from business, government and academia to seek constructive responses to problems that faced both his own country and the world as a whole.

Partly as a result of all these ties, Akio Morita was a veritable fountain of ideas for constructive changes in official policy as well as in business practices. He constantly sought convergence between Japan and the other industrial countries, especially the United States, in both the private and public sectors. He consistently promoted greater global financial stability, to simultaneously reduce uncertainties for business and trade frictions between his country and others. As a very active member of the Board of Directors of my Institute for International Economics, he produced a steady stream of suggestions for projects we should undertake and

Mr. Morita and Mr. Bergsten enjoying a laugh together

Messages in Rememberance • 21

conferences we should sponsor.

Akio Morita was particularly unique in that his bridging and networking ran in both directions. He sought to export Japanese ideas and practices where they made sense, offering for example to help the efforts of the Competitiveness Policy Council, a congressionally-appointed commission of top CEOs and labor union leaders that I chaired, to develop a strategy for restoring America's economic strength. He was also ready to import ideas and practices from abroad when they made sense, including to harmonize Japanese business methods and economic results in a way that reduced international tensions.

My most vivid memories of all these elements of Akio Morita, among the many international gatherings where we were together, come from the meetings of his *Jiyuken* that he asked me to address on several occasions in Tokyo. Akio's *Jiyuken* was surely the closest international embodiment of "Japan, Inc." as it brought together the country's top politicians—including current, former and future prime ministers—and the elite leadership of the business community. It was a rare privilege for me to be able to speak to such a group on highly contentious issues such as the trade frictions between our two countries and the yen-dollar exchange rate. The invitations and those discussions typified Akio Morita's consistent effort to bring together different nationalities, different disciplines and different points of view in an effort to expand understanding and promote constructive solutions to some of the world's most vexatious problems.

*(The Japan Forum for New Free Society)*

## Mr. Morita's Wonderful Smile

by Yoshitoki Chino

Former Chairman Daiwa Securities

I have had a long friendship with Mr. Morita spanning over 30 years. He was never the least bit pretentious nor arrogant. This was surely just his innate personality.

Moreover, I never felt ill at ease in his presence. He radiated a feeling of calmness and informality, and the atmosphere was as if one could talk with their elbows on the table. There is a saying that "the wonder of the flowers and fruit of a peach tree alone will make people stop and gather at its trunk." Mr. Morita needed no formalities. His own inner beauty naturally served to attract the virtuous and wise individuals who surrounded him.

He was also very kind. Once when I was hospitalized for a bout with pneumonia, I received a call from him. He said, "Mr. Chino, since it's possible to become infected by other illnesses while hospitalized, don't take strolls in the hallways." The phone call moved me deeply.

Every summer, Mr. Morita held a study group at a place called Izu Amagi-Kogen. Young and energetic critics and scholars, regardless of specialty, gathered together. It was a conference where everyone talked to their heart's content without concern for time limitations. There was excited debate surrounding issues such as whether or not it will be possible to remove the question mark from the phrase, "Japan's economy will experience growth in the 21st Century?" Mr. Morita served as a sort of "Morita School" schoolmaster—enjoying participating in these debates that lasted half the night.

After the conference one year, Mr. Morita called to me as I was getting ready to leave. "Mr. Chino, why don't you go back with me by helicopter?" What perfect timing! I had no reason to say "no."

This was back in the days when landing and lift-off by helicopter was permitted in the area. A professional pilot performed take off and landing, but Mr. Morita sat at the controls once airborne (if memory serves me correctly). After a rousing discussion, taking a stroll among the clouds like this was a unique yet natural way for Mr. Morita to get his technologically inquisitive mind to shift focus. Those close friends who attended these conferences reminiscent that when Mr. Morita rode in the helicopter he had the happiest smile on his face.

In 1989, as the Daiwa Anglo-Japanese Foundation (an academic exchange foundation) was established in the United Kingdom, I asked Mr. Morita to serve on the board of trustees. The purpose of the Foundation is to promote academic exchange between the UK and Japan—

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Messages in
Rememberance

providing grants for UK students to study in Japan for two
years. The Foundation was started with 20 million pounds
and fortunately the endowment has increased to
approximately 36 million pounds. Since its establishment,
total donations have reached 1.5 billion yen, and every
year seven outstanding scholarship students study in
Japan. Upon Mr. Morita's suggestion, the Foundation also
assists collaborative research between UK and Japanese
universities. Mr. Morita even possessed a profound
understanding that the base of operations should be in the
UK instead of Japan.

When I think about it, it seems that I benefited from
Mr. Morita's graciousness for some 30 years. Mr. Morita, I
offer my sincerest thanks.

Mr. Morita,
the Lively Communicator

by Leo Esaki

President, Shibaura Institute of Technology

The day after landing at Washington D.C. to attend a
meeting of the National Academy of Engineering, I heard
the news that Akio Morita had passed away. All the major
papers including the Washington Post and the New York
Times were carrying lengthy letters of condolence. These
papers carried news of the regrettable loss of Mr. Morita
noting the invaluable role he played in revitalizing the
Japanese economy after World War II. I can think of no
other Japanese, no matter how famous, who could receive
the degree of coverage that Mr. Morita did upon his
passing. Reports described him as the most widely
recognized Japanese individual among Americans second
only to the Japanese Emperor. This was undoubtedly
because he was adored by the American media.

The American media favored Mr. Morita because he
was a "lively communicator." Moreover, he was keenly
aware of how to effectively use the media. What captured

the media's attention was the fact that he was an
Americanized Asian who never wavered in his patriotism
of Japan. It seems that Japanese tend to keep a low profile
—primarily remaining on the receiving end whether it be
politics, economics, science or technology. In the midst of
such individuals, Mr. Morita stood out as being
completely different.

Catch phrases were another forte. He may have been
the one who coined the phrase "global localization." In
any event, he was successful at capturing the hearts of
Americans with his handsome smile and unique style of
communication.

Thinking back, the first time I met Mr. Morita was in
1956. That was 43 years ago when I entered Sony (then
called Tokyo Tsushin Kogyo) at the age of 31. The young
Mr. Mortia was 35 and struck me as a likeable manager
who worked in tandem with Mr. Ibuka. Both individuals
possessed open minds and refined tastes. Upon entering
Sony, I became an ambitious researcher to match the likes
of these two ambitious managers and in 1957 I developed
the Esaki Diode.

I actually had more opportunities to see Mr. Morita
during my time in New York than when I was in Japan
working for Sony. I believe it was around 1962 when he
came all the way to my residence in the suburbs of New
York to show me Sony's radio which utilized the Esaki
Diode. Even now, the sound quality of that radio is
excellent. Mr. Morita and myself are individuals who
experienced World War II and who made it through the
new environment of the post war era gaining courage and
wisdom along the way. I am deeply saddened as the loss
of Akio Morita is the loss of the most valuable mentor I
have ever known.

I pray that his soul may rest in peace.

(The Yomiuri Shimbun, October 11, 1999)

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# The Post War *Made in Japan* Has Come to an End

by Yoichi Funabashi

Chief Diplomatic Correspondent & Columnist, The Asahi Shimbun

The first conversation I ever had with Akio Morita had nothing to do with “Beta,” “Konosuke Matsushita” or “Herbert von Karajan.” Our conversation was instead about reforms in international monetary policy. Mr. Morita said, “As industrialists, the fruits of our labor, earned with the sweat of our efforts can be easily ruined by their speculative financial policies. Isn’t this ridiculous?”

He made this comment more than 20 years ago. It was made in reference to the Carter Administration’s “weak dollar, strong yen” policy which, from the Japanese perspective, led to a worsening of the foreign exchange market. In response, Mr. Morita began advocating currency market reforms. He had friends all over the world to support his lead. By this time, Mr. Morita had already become a global force.

He had little trust in banks. He believed they were not businesses in the true sense of the word. Mr. Morita was a fundamentalist—believing in business based on manufacturing.

He was not especially fluent in English, but did not let that stop him. It is doubtful that another Japanese executive could match his record for the number of speeches given abroad. Peering into his room, one could find him looking over English speech texts and practicing aloud.

He was both a salesman and showman genius.

Some 20 years ago, when I was Asahi Shimbun’s Beijing correspondent, Mr. Morita traveled by the corporate Falcon Jet to Beijing. In those days there were no executives in Japan who would have ever thought of doing such a thing. After he landed, he gallantly strolled over to greet me—his whole face beaming with pride.

I once even received a sudden call from him at my home late one night saying, “Guess where I am? I’m flying above the US in the company jet! The connection is really clear don’t you think?” He really did not have any

other reason for calling. He just wanted to convey his excitement at the fact that we could talk while he was in mid-flight.

In 1987 after “Black Monday,” Sony acquired CBS Records and Columbia Pictures—in effect acquiring everything from “My Fair Lady” to Michael Jackson. It was a treasure trove of soft contents. There was no one like Mr. Morita when it came to his love of Hollywood.

The world had never met such a lively Japanese businessman until Akio Morita came along. Through his book *Made in Japan*, he became widely known. The book became a symbol for the power of Japan’s post-war democratic and economic efforts. When *Made in Japan* was published, I remember an American remarking, “For such an internationalist to have written a book with a title like this is surprising.” Mr. Morita was very patriotic at heart.

Presently, Japan lags behind the US in terms of software. It is a situation that Mr. Morita’s patriotism would have found hard to take. But six years ago, just as Gaishi Hiraiwa (the then Chairman of the Keidanren) was finishing his term and about to pass the position to Mr. Morita, Mr. Morita fell ill. Japan is in an urgent situation. Japanese corporations have no choice but to meet global standards of governance, finance accounting and labor. The former order has suddenly collapsed.

Looking back in history, the breakdown of a different order—that which occurred on the heels of World War II—led to an environment ripe for the birth of entrepreneurs. For an individual like Akio Morita, who continued to be the most revolutionary pioneer of Japan’s corporate world, this period must have been very exciting. Mr. Morita exposed Japan’s weakness in the software arena as well as the importance for Japan to implement global standards. If he were only with us here now, think how much wisdom he would be able to impart. If he would have had the opportunity to rebuild the Japanese economy as his final role, think where Japan might be today. However, this was not to be and is truly regrettable.

(excerpt of the original article appearing in the Japanese edition of the Asahi Shimbun. April 4, 1999)

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## A Topnotch Windsurfer

by **Robert W. Galvin**
Chairman of the Executive Committee, Motorola

Akio was a friend. So many of us appreciated his friendship. How enthused he would be when another person—would be spoken of in his presence. For him, relationships deserved to be identified. And for him to say appreciatively, “Oh, he / she is my friend” meant something. If he was reported to have said that about us, we were genuinely honored.

During our almost 30 years of friendship built on mutual respect, we helped to achieve beneficial and substantial improvements in trade relations between our two countries. For the good of each country, we were in the forefront of various market openings, regulation easings, and tariff reductions. Akio's dedication to the best interest of his fellow citizens was his priority. This he satisfied by negotiating expansive opportunities that benefited many parties.

Good friends blend family, play and work. As guests in each other's homes and as travel companions, the four of us—Yoshiko (his supportive wife) and Mary (my dear wife)—shared mutual occasions for tennis and downhill skiing, along with policy pursuits.

At a large Tokyo reception of the Japan-US Business Council, which Akio later chaired, Yoshiko and Mary were enjoying a precious private conversation. “As you know,” Yoshiko said, “each year Akio learns a new recreational skill. Last year it was scuba diving and this year he intends to learn windsurfing.” My wife enthused, “What fun. Akio must have the best instruction.” To which Mrs. Morita responded good naturedly, “Akio always searches out the best instructor.” “Ah,” said Mary, “so then he must come to Bob who is the best windsurfing instructor in the world.”

The two ladies immediately sensed another exciting relationship, hustled across the ballroom and drew Akio's and my attention to a playful prospect. Plans were made promptly for the Morita's to visit our farmsite home with its large private lake near Chicago early the following summer.

On the selected day the weather was clear and warm, but the lake still cool. I dressed Akio in a dry suit and myself in a wet suit. The four of us joined in the brief land-based instruction, with occasional joking about the men's frolicking appearance. Akio was aware of my claim to have never failed to teach a student to successfully windsurf on my special instructional craft in 15 minutes. He checked his watch, pressing for his first launch.

We entered the water. He scrambled aboard the surfboard. I steadied the craft while he deftly raised the sail from the water and positioned it for the capture of the wind. Off he sailed! Of course, a few minutes later he tumbled into the water to his and our good-natured laughter. But he did it! And he did it again! He could windsurf! Like other experiences we had shared, we enjoyed playing together.

He memorialized the day's activities in a photo album titled, “Robert Galvin School of Windsurfing.” On rare occasions, he was known to refer to me as his professor who taught him windsurfing. I proudly display the album in my office out of respect for this great man. I speak admiringly of him often, appreciating the privilege of knowing him as a friend.

## Unforgettable Memories

by **Terumasa Hino**
Jazz Trumpet Musician

How many years ago was it?—that rainy afternoon. All the employees of Sony America and their families were gathered in the park for Sony America's 25th anniversary celebration where my New York band, including such prominent musicians as Dave Liebman, gave a performance. As the rain came down, everyone made a dash for the tents that had been set up here and there. However, Mr. and Mrs. Morita remained until the very end—standing in the rain without an umbrella,

Messages in Rememberance © 25

getting wet, and smiling while listening to our
performance. I thought to myself, "So, this is what
becoming a true leader means. This is the kind of
individual who is respected and listened to by all of his
employees. Only a person like Mr. Morita would do
something like that." For me personally, it was an
invaluable lesson.

I experienced Mr. Morita's private side, as he often invited me to play golf. We would leave Manhattan by helicopter, arriving at a heliport near a golf course located in New Jersey where a stretch limo would be waiting to pick us up. It was just like experiencing a scene out of a movie. In Japan, the Morita's used a minivan to get to the golf course. Until arriving at the course, he was just like a kid with his toys. He would put a CD in the player exclaiming, "Isn't Karajan incredible!" or "Just listen to Pavarotti!" Mr. Morita was so young at heart and had such eager curiosity.

Even now I recall the unforgettable memory of
playing my trumpet for Mr. Morita in the garden of his
home in Hawaii as he sat in his wheelchair.

Thank you Mr. Morita. Your love will never be
forgotten.

My Hometown Friend

by Gaishi Hiraiwa
Counselor, Tokyo Electric Power Company

Akio Morita was a distinguished, internationally
renowned businessman. After World War II, together with
Masaru Ibuka, he built Tokyo Tsushin Kogyo into the
world-famous Sony Corporation. In today's global
business environment, Tokyo Tsushin Kogyo would have
been considered a leading venture organization. Although
we had attended the same school and were from the same
city, it was through Keidanren-related activities that we
developed a strong feeling of partnership and together

carried out industry initiatives.

I was raised in Tokoname, Aichi Prefecture. As the
home of the Morita sake distillery was located in
Tokoname, Mr. Morita and I became acquainted at a very
early age, in what was the beginning of a long and close
relationship. Later, a group of us originally from
Tokoname gathered in Tokyo and created what became

known as the Tokoname Group. This group formed
around prominent philosopher Tetsuzo Tanigawa and
included Mr. Morita as well as Toshiba's Kazuo Iwata (a
former chair of the group). We would meet twice a year
and enjoyed informal discussions on a wide range of
subjects. I never ceased to be impressed at how Mr.
Morita could lead the gatherings, keeping us engrossed in
interesting dialogue for hours on end. Depending on the
particular mood at the time, he would use his broad
knowledge as we discussed politics, economics, current
international conditions, entertainment and sports. He was
a lively individual who was the life of the party.

The Tokoname Group; Mr. Morita and Mr. Hiraiwa (front row, left to right).

Our efforts were formally recognized when the four of
us, Tanigawa, Morita, Iwata and myself were decorated as
honored citizens of Tokoname. I will never forget the
scene of our beloved hometown of Tokoname as Mr.
Morita and I flew over in his private helicopter. I was
deeply touched by the expression on his face. I recall it
was mischievously gleeful yet somehow almost shy.

Mr. Morita graciously assisted me while I served as
Chairman of Keidanren activities. Just as international
economic friction was becoming a serious issue, his
dynamic international network proved very effective. As
head of Keidanren's European mission, I visited numerous
countries and Mr. Morita accompanied me on these
assignments. We were faced with many difficult situations

26 Messages in Rememberance

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Messages in Rememberance

during this time, but what I found impressive was his level-headed approach in articulating our point of view, a position later described in the book *The Japan That Can Say No*. After completing the European mission, we flew by Concorde to undertake discussions with US economic leader Mr. Robinson of American Express.

Mr. Morita was an important figure not only within Japan's economic world, but also for the nation as a whole and the larger international community. Having such great expectations for Mr. Morita's future activities, his passing is truly regrettable. I had hoped I might still have the chance to see his carefree smiling face. Now, I simply pray his soul may rest in peace.

## To Meet Him Once was the Chance of a Lifetime

by Yoshimi Ishikawa

Critic

It was some ten years ago. To be specific, it was December of 1991 and the 50th Anniversary marking the end of World War II was almost upon us. I was in contact with a group of Japanese living in the US to start an initiative called the "$10 drive." The idea was to create a foundation based on each individual donating $10. The money was to support the activities of minorities in the US. Being in charge of this project, I was traveling between the US and Japan. After a certain amount of money had been collected through these "$10 drive" donations, it was decided that we take a group of four minority journalists from the US (an individual of Ghanaian decent, Chinese decent, Mexican decent and Korean decent) on a trip to Japan to experience Japanese lifestyle. Through the cooperation of the Keidanren (Japan Federation of Economic Organizations) we were able to have them meet with Japanese economic leaders as well.

Immediately before departing on this trip, the group

expressed their strong desire to meet with Sony's Mr. Morita. In considering how busy Mr. Morita was, I was sure it would not be possible for Mr. Morita to make time for us. However, I made the request through his secretary and fortunately he agreed to attend our welcoming party. In reality, considering Mr. Morita's own personal belief that "having a relationship with the US means having relationships with US minorities," I secretly suspected that if he did have time and was provided with the opportunity, he would attend the party.

Mr. Morita posed for photos with each of the four, exchanging warm handshakes with all. They were American journalists. Yet, being that they worked for minority newspapers this was likely the first time they had ever had the opportunity to talk directly with an individual as well-known as Mr. Morita. The opportunity of meeting the world-renown Mr. Morita in person was for these four more than a career highlight. It was the chance of a lifetime—an opportunity which I am sure they will never forget. It goes without saying that they were more than overjoyed.

Just meeting Sony's Mr. Morita once is something anyone from any country can boast about. I doubt there will be another Japanese individual like him for quite some time. To meet him once was the chance of a lifetime. That was Akio Morita. Even though I was not an employee of Sony, I had many opportunities to meet Mr. Morita. Now that he is gone, I realize how precious these moments are.

Messages in Rememberance © 27

# The Jiyuken* —
A Group That Gave Rise to
Seven Prime Ministers

by Ryu Kiyomiya

President, Naigai News

Since 1964, Mr. Morita and I have maintained a close relationship spanning nearly 40 years. I first met him after being invited to the *Higurashi-Kai* by the since deceased Mr. Masumi Ezaki (the then Ikeda Cabinet Minister of Defense). Other members included former Prime Minister Yasuhiro Nakasone, and the since deceased Hirokazu Tagawa (the then editor of *The Bungeishunju*). We tended to meet two or three times every month for stirring debate. Mr. Morita was always the center of lively discussions even though he did not drink much. By that time, since he was jet setting around the United States and Europe, he always had the latest information, which he illustrated with vivid personal experiences.

There was even the time when he taught us “the twist,” a fad that was just sweeping the United States. While music played from a hand held tape player, he gave

a demonstration in the room, “Hold a towel with both hands, and move your hips like this.” The tape reminds me, although the tape player was one of Sony’s main products, he once said, “It takes too long to rewind. What a waste of time.” I greatly admired how he could look objectively at things from various perspectives. Though he was not a virtuoso, he also sang. His crowd pleaser was Yukari Ito’s

“Memories of My Little Pinky Finger.” It went something like “My little pinky still throbs from your nibbling…” He always sang it with such enjoyment.

We also often golfed together. On one occasion, he confidently brought a new secret weapon: a new set of golf clubs. “The seven iron is the easiest club to hit with. That’s why I’ve made every club from the nine iron to the driver the same length as the seven iron, so I should be

able to use the same easy swing to hit the ball.” Not long after, he stopped bringing those clubs. It seems Mr. Morita’s ability to churn out one hit product after another was not necessarily applicable to golf.

Great credit goes to Mr. Morita for leaving Japan the *Jiyuken*\* established in 1977, where Mr. Morita and influential Japanese leaders made recommendations on behalf of the country. The *Jiyuken*\*’s turning point was just prior to the Upper House elections when there was the possibility that conservative forces would reverse reform efforts. Sensing urgency, Mr. Morita rose to protect Japan’s free democratic society. The financial sector was the first to respond and a total of 50 influential individuals from various sectors banded together to form the *Jiyuken*. In the end, the conservative forces did not reverse the reforms, and thanks to the efforts of Mr. Morita’s supporters, the study group has since continued to meet once a month. Many prominent individuals from a variety of countries were also in attendance. In my personal role, I have even assisted as the *Jiyuken*\*’s Secretary General. Mr. Morita endeavors illustrated his leadership, strong faith, motivation and patriotism.

I remember the time when Sony opened a showroom on New York’s Fifth Avenue, with the Japanese flag flying

from outside the building. Mr. Morita would tell us repeatedly with a twinkle in his eye, “I raised the Japanese flag in New York.” It was the first Japanese flag to flutter over New York since the end of the World War II.

Mr. Morita would often say with conviction at the *Jiyuken*, “In the near future a prime minister will be born from the *Jiyuken*. Then, we’ll bear the responsibility for Japan’s next era.” True

to his words, seven members of the *Jiyuken* became Prime Ministers: Noburo Takeshita, Toshiki Kaifu, Kiichi Miyazawa, Tsutomu Hata, Ryutaro Hashimoto, Keizo Obuchi and even the current Yoshiro Mori. There are also many other members who play leading roles in driving politics including finance ministers, foreign affairs ministers, cabinet secretaries, and LDP\*\* secretary-generals. Within the economic sphere as well, beginning

Mr. Kiyomiya (left) and Mr. Morita during a meeting of the Jiyuken

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## Messages in Rememberance

with Shoichiro Toyoda, the former Chairman of the Keidanren (Japan Federation of Economic Organizations), numerous leaders were born from the group one after another. True to its name, the *Jiyuken* began to shape Japan in significant ways. Mr. Morita's leadership abilities and his strong enthusiasm were linked to its success. Without question, Mr. Morita would have become the next Keidanren Chairman had he not fallen ill.

In continuing to observe government anxieties about how to address diplomatic issues such as US-Japan economic friction, all of us *Jiyuken* members agree that if Mr. Morita was still healthy, he would have lent a helping hand. As we continue to lament his passing, I have become keenly aware of how valuable Mr. Morita was for Japan.

*(The Japan Forum for New Free Society) **(Liberal Democratic Party)

### The Mission and Passion
### Bequeathed to Us as Students
### of the “Morita School”

by Akira Kojima

Managing Director and Chief Editorialist,
nihon Keizai Shimbun (NIKKEI), Inc.

I am one member of a group which formed around Mr. Morita—pulled by the incredible magnetism of his mission and passion. From time to time, the so-called “Morita School” would meet at 8:00 in the morning. These gatherings became more frequent during times when Mr. Morita wanted to advise the Japanese government regarding specific policy issues, when there were negotiations with the US, or when he was going to give a speech. As “School Master” he would select an issue for discussion. As “students,” we would freely give our opinions. Since he liked to debate, occasionally the

“School Master” Morita would himself become involved in the discussion.

Knowing how Mr. Morita was considered the “great communicator” both domestically and abroad, we all wanted to see him fulfill that role to the fullest extent. Surely he himself felt the same. From these active discussions, Mr. Morita could gauge how his comments would be received before giving a speech in the US for example. This also assisted him in conceptualizing his ideas in advance. Likely, he felt this was an effective way of training Japan’s next generation. His passion and mission domestically was to work towards the healthy development of the economy and society and internationally to promote a better understanding of Japan. One could sense his deep sense of patriotism.

Where are these “students” now? Kazuo Nukazawa previously served as Senior Managing Director of the Keidanren and became Ambassador to Hungary in 1998. Yukio Satoh became Japan’s Ambassador to the UN. Previously serving with the Ministry of International Trade and Industry (MITI), Wataru Aso became Governor of Fukuoka. Eisuke Sakakibara who formerly served as Vice Minister for International Affairs of the Ministry of Finance is now a professor at Keio University. Yoichi Funabashi became a world-renown journalist. Our “Class President” Tadashi Yamamoto has remained a very ambitious individual and this year his organization, the Japan Center for International Exchange (JCIE), marks a milestone in celebrating its 30th anniversary. The detached house for international exchange called “Chugai Bunko,” which I built in my garden with “Morita spirit,” celebrates its 10th anniversary this year.

Members of the "Morita School" including Mr. Kojima (front center) and Mr. Morita (back, far right)

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# Recollections of My Esteemed Friend Akio Morita

by **Goro Koyama**
Honorary Advisor, Sakura Bank

Japan has been called the country of long life and yet no one lives forever. My esteemed friend Akio Morita remained forever young in playing out his role on the world stage, but even he was no exception. Mr. Morita, towards the close of your life, under the care of Yoshiko, you spent some three years receiving treatment in Hawaii —the land of eternal spring. During this time, your dear friend Masaru Ibuka fell to pneumonia—bringing his incredibly full life to a close at the age of 89. Mr. Morita's exquisite message at this passing was "I won't say 'goodbye' I will simply say 'so long for now.' From the bottom of my heart, I wish to express how grateful I am to Mr. Ibuka for filling my life with such joy." Now I would like to offer this same message to Mr. Morita. Now more than ever I am convinced that Messrs. Morita and Ibuka were in large part responsible for giving the entire Japanese nation courage and hope to rise from the ashes of utter devastation resulting from World War II. Since before Sony was founded, Mr. Morita and I have remained close acquaintances and dear friends.

A round of golf. Mr. Morita (left), Mr. Koyama (center) and Mr. Susumu Yoshida (former Executive Deputy President of Sony)

After the War when the economy had once again stabilized, Japan experienced a revival in golf and this was a time when we often indulged in rounds together. It was during such a round with Mr. Morita that I achieved a

once-in-a-lifetime honor of sinking a hole-in-one. This lucky chance of experiencing a hole-in-one while playing with Mr. Morita was like a dream come true and I am proud that he served as my witness and as my esteemed friend.

Thinking back, together we journeyed from the aftermath of World War II to the end of the latter half of the 20th Century. Mr. Morita, you were always so energetic and possessed such a bright outlook. For half a century you gave all Japanese dreams, hope and courage. I am not only a witness to this fact, but am overjoyed at the benefits it has brought us. My strong desire is that the Sony brand will continue to shine brightly for everyone throughout the 21st Century as well.

# An Innovative and Courageous Man of Vision

by **Yo-Yo E. Ma**
Cellist

The Sony Corporation might have been only an extraordinary dream, unthinkable in the desolate environs of post-war Japan, but for the brilliance of its founders, Masaru Ibuka and Akio Morita. Mr. Morita brought to this unique partnership exceptional vision and business acumen, but it was his pure and undaunting spirit that I most remember.

Akio Morita was an intellectual, inquisitive man of boundless enthusiasm and confidence. As the eldest son of a prosperous merchant family, he learned early in life the importance of leadership, tradition and values. It was his choice to live out those values that provided an immeasurable asset to Sony. Mr. Morita sought loyalty and dedication in the workers he hired, and quality and real substance in the products he sold. His business concepts truly reflected the goal to "think globally, act locally," and he set, by example, the standard for those

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whose work spans the cultural divide.

Mr. Morita's business was conducted as his life—he took an interest in each person he dealt with, by his genuinely friendly and hospitable manner, was able to communicate with everyone in a meaningful way. On more than one occasion, I was the recipient of Mr. Morita's hospitality—I have wonderful memories of how graciously Isaac Stern and I were accepted at the Moritas' guesthouse, and I will always recall Mr. Morita's poignant tribute to Herbert von Karajan at Suntory Hall. Perhaps the event that will be forever etched in my mind occurred when I had a chance to see Mr. and Mrs. Morita in Honolulu, shortly before his death. The tender love and care of family, physician and attendants was so very evident—how appropriate that he was now the recipient of the same level of care he had constantly given.

I am pleased to have this opportunity to express my
respect for Akio Morita, an innovative and courageous
man whose life and work were truly visionary.

## Fifty Years Ahead of His Time
by Maestro Zubin Mehta

Conductor

It was my pleasure to have known Akio Morita for three decades. Seldom in my life have I met a human being who literally thought fifty years in advance of his time whether it was innovations of technology or his unique relationships with the people that worked for him.

I remember how he was proud to tell me of having dinners wearing a foreman's cloak with successive shifts of workmen whether it be in one of his factories in Alabama or in Wales.

He was extremely diligent in this respect and could not understand why some of his colleagues from other continents could not see the importance of having this extremely fatherly contact with the workmen.

I feel I have lost a great friend who not only took his company to the forefront but also led Japan (that he loved so much) to be one of the industrial giants of the world.

I would like to embrace his wife and family and bow my head in greatest respect to my friend Akio.

## A Little Boy Dreaming Up Something New

by Hiroko Nakamura

Pianist

I first met Akio Morita in 1968 when Sony and CBS decided to establish a joint venture creating CBS/Sony Records Inc. As the new company's exclusive artist, my record was the first produced. After the press announcement at the recently completed Sony Building in the Ginza District of Tokyo, I joined the Moritas. We ate at the newly completed Maxim's de Paris located on the basement floor.

Mr. Morita had this rare quality. From the first meeting, I was in awe of his charm. He had the ability to get people to open up and instantly feel close to him. It was similar with musicians, when Mr. Morita encountered a charming musician, he was suddenly just like a little boy—becoming completely engrossed in that artist and their music. As a result, when Maestro Herbert von Karajan was just becoming one of the world's top ranking artists, Mr. Morita treated him like an old friend he had known for years.

And so it was with everyone. He would say to me, "Hiroko, when Bernstein comes, let's all go out to eat." Or "When Isaac Stern comes, let's all go out and have a good time." Or "When Lorin Maazel comes, let's throw a party."

My "Grieg's Piano Concertos" was among the first 50 CDs Sony produced. Mr. Morita suddenly appeared one day holding a newly developed CD player. He excitedly

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explained its function, future growth potential, and the
revolutionary sound which had eliminated needle hiss
altogether.

Generally, as an organization expands and as a person
gets busier with the rise in one's status, it is only natural to
have to go through a secretary to contact that person.
However, Mr. Morita himself always called directly.
Former Prime Minister Keizo Obuchi and Asahi
Building's Kotaro Higuchi were just like Mr. Morita in
this way. Mr. Morita conveyed how the basis of such
relationships was his own personal enjoyment of such
involvements which was completely separate from any
organizational structure or corporate position.

Despite how busy he was, I was so pleased that he
found time to come to my concerts. At Mr. Morita's
departing, words are insufficient to express how deeply
thankful I am for all the wonderful memories he gave me.
He was irreplaceable—a person overflowing with
priceless charm. Perhaps at this very moment in heaven he
is making more friends than one can count, and is again a
little boy dreaming up something new. Farewell, Akio
Morita.

(Chuo Koron December 1999)

The Importance of “Skinship”

by Toshiaki Ogasawara
Chairman and Publisher, The Japan Times

One summer about ten years ago, I was invited by the
Moritas to enjoy some golf at the Karuizawa resort area
along with former US Ambassador Armacost and Mr.
Hanačusa, Press Secretary/Director-General for Press and
Public Information of the Ministry of Foreign Affairs.

I was invited to stay overnight at the Moritas' summer
cottage. After playing golf, Mr. Morita drove us in his
bright red sports car to the cottage. I remember enviously
thinking how dapper he looked with his gray hair

contrasting perfectly with the fiery red car. On arriving at
the cottage he thoughtfully advised me to relax by taking a
bath. The cottage had a jacuzzi and naturally Mr. Morita
took off his clothes and joined me as well. When I noticed
him adding hot water by hand (instead of using the jacuzzi
controls to adjust the temperature) I was surprised and
wondered if he knew how to operate it. Later I found out
that he did not feel the controls were accurate enough and
so he personally saw to the temperature himself to ensure
that I was comfortable.

In Japan, the depth of personal relationships are
measured by whether the two individuals have had
opportunities to feel comfortable together unclothed.
When former Prime Minister Kishi made an official visit
to the US, after playing golf with President Eisenhower,
these two leaders showered together at the country club.
This story was picked up by the Japanese media and
reported as a sign of a strengthened relationship of trust
between these two individuals.

Due to his strong sense of duty, Mr. Morita graciously
accepted numerous requests to serve as chair of various
international conferences and attend musical
performances. Looking back, it was likely a result of this
that he fell ill.

A long time ago in the Ginza District of Tokyo, on the
basement floor of the Bungeishunju Building was a
private club called the “Amphi Club” where high profile
business leaders met. Almost every night Mr. Morita, the
late Mr. Kazuo Iwama (former Sony President) and Mr.
Hiroki Imazato (former Chairman of the Japan
Association of Corporate Executives) could be found
there. It was at this club where I became friends with
numerous leading entrepreneurs. I am indebted to these
friends for the education I received there. Unfortunately,
this club closed a few years ago.

This club is where I became close friends with Mr.
Morita. Later I was asked by Mr. Mortia and Mr. Ichiro
Hattori (former Chairman of Seiko Corporation) to become
a member of the Japan-Western Americas Association
(JWA) steering committee. From this point on I became
involved in various international organizations and was
provided opportunities to become advisor to such major
corporations as Bank of America and General Electric.

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I am confident that The Japan Times is making
contributions by providing a voice to the world. But in
particular, both Prime Minister Nakasone of the political
sphere and Mr. Morita of the business sphere made the
best use of The Japan Times as the most effective media
tool to convey messages when such world leaders as
Presidents Reagan and Ford visited Japan.

These wonderful memories of the world renowned
Mr. Morita are all the more reason that I lament the
passing of this 20th Century icon.

An Internal Clock Emblazoned
With the Word “Driven”

by Kenichi Ohmae

Management Consultant

Whenever I recall
Akio Morita, the word
“driven” comes to mind.
Even when others would
tell him to relax for a
little while, he simply
could not. He always had
to be on the go. He was
the type of person who
was not satisfied unless
constantly involved with
objects. Much later after

Mr. Ohmae (left) and Mr. Morita

Mr. Morita fell ill, *Time* magazine ran a series in 1999 commemorating the “One Hundred Most Influential People of the 20th Century.” The list contained only 20 corporate executives, all of whom were Americans except for Mr. Morita. I was requested to write something, but initially refused because I felt there were many others much more qualified to write about him. *Time* magazine informed me that they were selecting individuals particularly for their ability to write about each of these

icons. Clinton was requested to write about Kennedy and
Bill Gates was requested to write about Edison and they
wanted me to write about Mr. Morita. In the end, I decided
I could not decline and placed a call to the Sony offices
informing them of my situation and requesting to see Mr.
Morita's schedule two months prior to his falling ill. The
reason behind my request was due to background
investigations I had undertaken. Everywhere—Japan's
Shikoku Island, the UK, the US and Okinawa—people
were reporting to have recently met with Mr. Morita. It
seems that just as we were all starting to get worried that
this man over 70 might be pushing himself too hard with
such a schedule; he was suddenly hospitalized.

Afterwards, when I managed to look at his otherwise
inaccessible schedule documents, I almost fainted. I
myself am quite busy, but even I began to relax my pace
after reaching 50. As I went over his schedule in my head
again and again, flying his flights in my mind, it was clear
how the fatigue must have built up. His schedule was
completely booked. On top of all this, the morning he fell
ill he was playing tennis. On the same day that Mr. Morita
would be playing tennis at the Shinagawa Prince Hotel, I
often had lessons on the court next to his. So, I speak from
first-hand experience when I relate how he was often seen
in doubles matches with some of the younger Sony staff.
There was nothing half-hearted about those matches
either. The same was true of his other pursuits such as
skiing and diving. He was always restless and on the go.

Yoshiko also has some of these same tendencies
(recently I was surprised when I noticed that even the way
she talks sometimes sounds just like him). Mr. Morita had
his own one-of-a-kind internalized clock. While still
eating breakfast he would be making plans on where to
have dinner with so-and-so. A year in advance he would
be booking Arlberg, Austria for the following March to go
skiing. If the previous year's schedule had not been
completely booked to his satisfaction, he would mope
saying, "Look at how idle I've become." That is why
many close to him told him to take it easy—blaming
overwork as the ultimate culprit.

Of course there is not a single person among those of
us close to Mr. Morita who does not wish he were still
alive today. This is especially true considering the

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difficulties Japan has been facing recently—making his loss all the more tragic. Yet, it is also clear that not even those closest to him could have done anything to slow him down. If that internal clock could have been stopped the results would have been unpleasant, and yet not stopping it led to fatigue which built up over time.

He clearly made his mark on every corner of the globe. There is no question that he left indelible impressions that will remain forever in the hearts of us all. We have these memories of a man with a warm smiling face, a face that could become very serious when roused in heated discussion, and when at play he was just like an innocent child. He could never say "no" when asked for assistance. He had this inborn "salesmanship" which formed the mainspring of his internal clock, giving him the selflessness to travel the world at the drop of a hat if he thought it would somehow benefit Sony. Thinking about the self-interest-based Sony conglomerate of today, it seems that one generation has passed and a new generation is upon us.

Remembering Akio Morita

by **Edwin Reingold**
Journalist

When Akio Morita called me in 1984 and asked me to help him write a book in English I was hesitant. We had always been separated by the professional gulf between reporter and source; we had no personal relationship. And while I admired him for his accomplishments at Sony and with the so-called Wisemen's Group, I feared he might not be candid about himself. I had reported on him for a *Time* magazine cover story in 1970 and in subsequent articles, and he seemed a bit forbidding, brusque, hurried and pedantic in his dealings with foreigners. But I was intrigued. I wanted to know the man better, and so I

agreed. I soon learned that he was a pedant—a teacher—in the best sense of the word, and I was to learn much from him.

Working with Mitsuko Shimomura of Asahi Shimbun, our third co-author, we spent many hours over the next year, discussing his unique grasp of business, politics, foreign affairs, and the arts, particularly his love of music. His insights on life were original, and even challenging. He showed me, for example, that genius, depending on how you define it, is rare but it can be found even in unlikely places. He insisted that even if a man lives in a jungle he can be as technologically innovative in his own environment as the scientist working in the electronic clean room with his super computers.

From those conversations in Shinagawa, in Sukiyabashi and elsewhere, came the book *Made in Japan: Akio Morita and Sony*. It would eventually be published in more than two dozen languages, and is still in demand somewhere in the world where people want to know the amazing story of the building of Sony. In those rather relaxed conversations there emerged, in my view, a warm caring person with a delicious sense of humor, who had the capacity to be excited by a challenge, whether it was skiing, flying a helicopter, identifying a winning idea or putting a company in the front rank of world business.

In the ensuing years we spoke occasionally, in Tokyo, New York and Los Angeles but like many journalists I was lax as a letter writer. I always wanted to tell him in a letter, but I never did, how, when often in my reporting I would interview people who held predictable, stale, worn-out ideas, I was made to think of him, fondly and admiringly, as one of this world's true original minds. And how glad I was—and am—to have known him.

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# The Economic Leader
## With Whom I Spent More Time Than Any Other

by Kenichi Takemura

Critic

Mr. Morita was for me the economic leader with whom I spent more time than any other. In my line of work, I have met numerous individuals in the political and economic sphere and in almost every case a meeting has never lasted more than the few hours it takes to complete a television or magazine interview or a meal together. Mr. Morita was the only exception.

This was because we enjoyed more than just a work-related relationship but skied, played tennis and went scuba diving together. Skiing and diving are particularly

memorable because his invitation led to my enjoyment of these sports. Moreover, when he introduced me to these sports I was already in my late 50's—nothing less than a truly miraculous start.

Mr. Morita took me skiing one winter when I was 57.

After I mumbled something about "If I break my leg at this age...," Mr. Morita reassured me by saying, "These days the quality of skis and boots are such that when you fall you don't end up with a broken leg or anything. The only danger is getting hit from behind or the side by those reckless types. In order to avoid that, you should ski surrounded by a group of four or five young people. That way, if one of those reckless types comes along, they will only hit one of those young people in your buffer zone." Subsequently, I skied encircled by four or five young ski instructors and thanks to that advice I have never

experienced a broken leg or anything. On the other hand, after viewing a video of mine, Shintaro Ishihara (Governor of Tokyo) once criticized my style as "overly protected skiing."

The following year when I was 58 and Mr. Morita was 67, he boasted, "I just got my scuba license!" Not wanting to be outdone by a man almost 10 years my senior, the very next day I had the pro Ishihara (the Governor is a certified scuba pro) introduce me to a scuba instructor. When I went diving with Mr. Morita in Okinawa, I was so ecstatic that I swam hand in hand with him (the proof remains to this day in the underwater video that was taken).

Despite being extremely busy, he also often played tennis with me—times that I recall with frequent fondness. In addition to the fact that we both owned cottages in the Hakone resort area, around the time when I began skiing we both purchased adjoining apartments in the same resort complex in Asahigawa, Hokkaido. This resort complex included a tennis court. One winter I received a call while staying in Asahigawa. It was from Mr. Morita. "I'm in Lisbon, Portugal right now, but I'll be flying by corporate jet to Paris. From Paris I'll catch a JAL flight back to Narita, Japan. Tomorrow afternoon after arriving in Asahigawa we can play tennis and then ski the next day." Time and time again, I recall how Mr. Morita was truly the king of effective time management.

Mr. Takemura (right) and Mr. Morita

# Memories of Mr. Morita

by Shoichiro Toyoda

Honorary Chairman, Toyota Motor Corporation

I knew Akio Morita from a very young age since we both lived in the same neighborhood in Nagoya and attended the same elementary school. By the time I entered elementary school, Mr. Morita was already in the 5th grade. However, close relatives of mine such as

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Daikichiro Toyoda (my cousin) and Kazuko Toyoda (Eiji Toyoda's wife) were classmates of his. Because of these connections, instead of treating him as a senior schoolmate I treated him like a brother—even though it may have been disrespectful in terms of Japanese custom.

We both played golf and thus often played together. I have fond memories of the time we played at Karuizawa Country Club, and afterward I was invited to the Morita's summer cottage where Yoshiko (Mrs. Morita) was waiting. Our final round together was also played in Karuizawa.

At first glance, Sony and Toyota might seem to have nothing in common. Yet in reality the paths of these two crossed many times throughout history. Back in the early years of Sony, the company was called "Tokyo Tsushin Kogyo." It was one day in this early period when the then head of Mitsui Bank, Junshiro Mandai, who was an advisor of Sony, came with the then young Corporate Executive VP Ibuka and Corporate Vice President Morita. They came to speak with then Toyoda President Taizo Ishida and Managing Director Eiji Toyoda. Since I was also present at that meeting, I recall that the discussion concerned a proposal by Sony for technological cooperation. If consented to by both companies, the result was to be the joint development of a fuel injection pump. Unfortunately, however, it seems that Sony became very busy in developing the video tape recorder instead. So, soon after, our joint plans were canceled and the project was never realized.

There was another time when Mr. Morita gave me an invaluable tip. It was 1965 and I traveled to the US to see the New York World's Fair. After arriving in New York, I went straight to Mr. Morita's office and soon Mr. Morita, Mr. Ibuka and I were off to the fair in a Toyota Corona. However, the engine noise seemed to bother Mr. Morita and he suggested, "Why don't you put in a bigger engine and give it an automatic transmission?" Incidentally, we had also been considering the same solution. So, we ended up giving it a Toyota Crown type 1900cc engine and making it an automatic. When we exported this model, it sold incredibly well. Thinking back, Mr. Morita's tip was the start of it all and to say that was the start of getting our US operation off the ground is no exaggeration.

Around the same time in 1966, the Sony Showroom was just being completed in Tokyo's Ginza District and thanks to Sony, the first floor comprised the Toyota Showroom. The timing was perfect as Japan was just on the eve of the age of motorization and having a showroom located in the famed Ginza District resulted in an advertisement boost for Toyota. Now more than ever, I deeply admire Mr. Morita's foresight, his finely tuned awareness of trends and market needs, as well as his good sense.

Outside of business, he stimulated my thinking while we both served as Vice Chairmen of the Keidanren. He also provided me with numerous opportunities such as making me a charter member of the *Jiyuken*, a study group that crossed traditional boundaries of political and economic affiliation.

While still gaining so much in working together with him, he suddenly fell ill and then was taken from us. It seems like only yesterday when I went to his home in Aobadai to inquire about his condition. Even now, I almost feel that if I were to visit again he would still be there to greet me. Time brings uncertainties which flow into the past. Yet, it also brings new opportunities which bear fruit. In the case of Sony and Toyota, many new collaborative businesses are being born such as "Cross Wave Communications" and "AII (Advanced Internet Integration) Planning Company." The other day, I had the opportunity to visit one such company called ST-LCD. Here, liquid crystal displays are being produced through joint investment by Sony and Toyota Group's Toyoda Automatic Loom Works, Ltd. While inspecting the automated production line inside the carefully controlled clean room, memories of that day when Mr. Ibuka and Mr. Morita visited Toyota came flooding back to me.

Mr. Morita, thank you for all you gave in both your public and private life. May you rest in peace.

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Ten Lives in One Lifetime

by Jiro Ushio

Chairman and Chief Executive Officer, Ushio Inc.

I first met Mr. Morita some 40 years ago when Professor Tsunesaburo Asada of the Department of Physics of Osaka Imperial University* took me along to visit Sony. At that time, I had just established Ushio Inc. and was indebted to Professor Asada for the assistance he had provided. Mr. Morita had studied at Osaka Imperial University under Professor Asada—a well-known authority on applied physics. So, Professor Asada had been a mentor to both of us. He was the kind of individual who had a passion for substantiation by fact. He was never

Mr. Morita together with Mr. Ushio at Mr. Ushio's birthday celebration

satisfied until he had actually experienced things for
himself and thus was very effective in attaining solutions.
Mr. Morita was exactly the same. Looking back, its seems
the source from which Mr. Morita's insatiable curiosity, as
well as the energy he possessed for investigating the
smallest detail, originated from Professor Asada. His
energy was even further amplified by meeting Mr. Ibuka.
In my role as an educator I had come to know Mr. Ibuka
and he too was an individual who attempted to understand
the very core of whatever he was investigating.

I began to know Mr. Morita more intimately both
publicly and privately when I began assisting with
international exchange activities designed to deepen mutual
understanding between Japan and other countries (I was
around 44 years old at the time). Through my interactions
with him, I felt that he was a born cosmopolitan. He had the
ability to speak his mind clearly not only to Japanese but
also to those overseas. He was also decisive and always

achieved results. He did everything positively and
energetically, which always impressed others.

As a result of liberalization within the tele-
communications industry in late 1983, Kyocera's Kazuo
Inamori, Secom's Makoto Iida and myself held
discussions to establish a new telecommunications
corporation (which would later become known as DDI).
Since we were all born in the Showa Era,** we felt we
needed someone with more experience. Mr. Morita
seemed ideal and had been born in the earlier Taisho
Era.** Because Inamori had served as the ceremonial go-
between in the marriage of Mr. Morita's daughter, it was
easy for him to approach Mr. Morita. Before we had even
finished discussing the proposal with him, Mr. Morita
said, "Alright then, let's do it!" All of us responded by
saying, "Wouldn't you like to make your decision after
you get back to your office." But Mr. Morita was
adamant, "No, I've already made my decision." We were
surprised at his quick decision. He often said, "Decision
making carried out by the head of the company is a true
sign of responsibility and only the head of the company
can take responsibility." He was truly a man of action.

I was ten years younger than Mr. Morita, which made
it easier for me to ask for his assistance. He thus willingly
accepted my request that he serve as the ceremonial go-
between for the marriage of my eldest daughter. From the
arrangements for the party (held in collaboration with the
Moritas) to the prepatory meeting with the master of
ceremonies (the late Mr. Masataka Itsumi), Mr. Morita
handled all duties with such care and diligence that I was
taken aback and left feeling indebted to him. As a
corporate manager he was so active and dynamic, but also
very focused and perceptive.

I learned so much from him. He was dynamic and
perceptive. He not only relied on flashes of genius, but also
tried to investigate things to their very core. He pursued
everything with incredible passion as well as intense
concentration. In Mr. Morita's single lifetime, he lived the
lives of ten. There will never be another like him. There is
still so much I should have asked—so much left to learn.
This loss is truly regrettable and fills me with sorrow.

*Later known as Osaka University **In addition to the Western calendar, Japan also uses a calendar based on the reigns of its emperors. The Showa Era corresponds to the period 1926-89 while the Taisho Era corresponds to the period 1912-26.*

Messages in Rememberance © 37

[d]

Lamenting Mr. Morita's Passing

by Tsuneo Watanabe

President / Editor-in-Chief, The Yomiuri Shimbun

No other book has moved me as deeply as Akio Morita's *Made in Japan*. Throughout my close relationship with Mr. Morita, his positive attitude and personable nature always impressed me. Also, he never put on the airs of an intellectual authority despite his genius. I recall him once saying, "These days managers take extravagant trips, and stay in first class hotels. But, when I was making sales trips around the US, I stayed at $5 a night motels." In the beginning of the book, Mr. Morita describes these hardships. Yet, if not for the efforts of this young researcher cum businessman, Sony would not be what it is today. Sometime later, my company purchased a small jet that was coincidentally the second hand aircraft used by Mr. Morita in Europe.

The Morita residence had an indoor pool, which was often used by former Prime Minister Yasuhiro Nakasone and his family. When world renowned Maestro Herbert von Karajan would visit Japan, he would stay at the Morita residence, and I also heard he swam in the pool. The pool was by no means a symbol of extravagance but a necessary expenditure considering Mr. Morita's position as an international corporate leader.

While I was serving as the Washington Bureau Chief, there was a promising young Japanese man whose services I made use of. This individual had overcome many obstacles in graduating from a US college. As we agreed, he sought employment with us at The Yomiuri Shimbun (a major Japanese newspaper), but our unreasonable human resource director denied his employment on the grounds that he exceeded our age limit of 26. After I spoke with Mr. Morita on the issue, he immediately employed him at Sony.

Nevertheless, this young man went to American Express after accepting an offer from a headhunter. I thought Mr. Morita would be extremely angered by this, but after a while, I received a phone call, "Tell him that I'll put him in charge of the Washington branch (or perhaps it was an agency, I forget), if he comes back to work for Sony."

Unfortunately, he declined the offer and never came

back to Sony. Yet this illustrated Mr. Morita's belief in hiring based on an individual's abilities, ignoring one's academic background and work experience. Mr. Morita was not just talk, he was genuine. After a third and final offer from a headhunter, the young man now prominently serves as the president of America Online Japan.

As a corporate financial leader whose opinion also carried incredible political influence and as someone who could have quickly strengthened Japan's position as a world class competitor in the IT era—when I think of all those things he could have continued to do had he not fallen ill—it seems truly unfortunate.

Recollections of the International
Statesman, Akio Morita

by Tadashi Yamamoto

President, Japan Center for International Exchange (JCIE)

There are certain moments in one's life that are so memorable that you can clearly recall the details of what was happening and what the setting was like at that exact point in time. Of the many precious memories I have of the times I worked with Mr. Morita, the one that remains most vivid in my mind is of a sunny October day in 1991. We were at Pocantico, in the suburbs of New York, where the autumn foliage on the Rockefeller estate was glimmering in many bright colors. In that magnificent and warm setting, Mr. Morita and Mr. David Rockefeller spent the entire day, from half past nine in the morning till six o'clock in the afternoon, engaging in warm but intense dialogue. Much of the time was spent in a salon by a fireplace, but they continued to talk throughout lunch and even during their stroll through the spacious gardens. They opened their hearts and minds to each other, covering such subjects as their childhoods and families, their experiences during World War II, their corporate careers and the postwar evolution of US-Japan relations. This dialogue had been arranged for

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## Messages in Rememberance

Mr. Rockefeller, Mr. Morita and Mr. Yamamoto at the Rockefeller estate

publication by the Yomiuri Shimbun in commemoration of the 50th Anniversary of Pearl Harbor, and I had the honor of acting as a moderator.

What was impressive about the dialogue between these two men, which seemed as if it would never come to an end—the kind of conversation that is possible only between very close friends—was that they shared a very similar perspective and outlook on life and on the world. They both cared deeply for their own country and were both obviously interested in promoting their respective national interests, and yet at the same time they were also sincerely searching for ways to have their own country contribute to the international community. Their lines of argument may not

have been based on elaborate scholarly analyses, but they were all the more persuasive because they were buttressed by their own personal experiences.

Through that memorable day of dialogue with Mr. Rockefeller, I clearly witnessed in Mr. Morita a statesman of international standing. At the same time, I was left with a renewed concern about the paucity of international statesmen in Japan comparable to Mr. Morita, who may be considered in the same league with Mr. Rockefeller. Some friends of Mr. Morita in Japan and abroad

expressed misgivings about his apparent anti-American, nationalistic trait when the book *The Japan That Can Say No* was published, partly because of its association with the image of the co-author. As one who worked closely with Mr. Morita in various international forums such as the Shimoda Conference, the Japan-U.S. Economic Relations Group (the Wisemen's Group), and the Trilateral Commission, I did not share such concerns about Mr. Morita's view of Japan's place in the world. I had no doubt that Mr. Morita was an international nationalist—a man who loved his country, and who at the same time remained an international statesman concerned with the interests of the international community.

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# “Transistor Radio”

## The Tokyo Shimbun—Letter to the Editor

For Japan, the 1950's was a time when there was only one radio to a household (if at all), and televisions were not yet commonplace.

I often listened to the evening entrance exam preparatory lectures on the radio. However, with the family gathered in the living room, listening to the radio every night was difficult. Around that time, a compact battery-powered transistor radio that could be used anywhere had just come out and I wanted one. With this radio, I thought, I would be able to listen to the prep lectures in my room unconstrained by my family. Yet, it seemed so extravagant and I could not bring myself to make such a selfish request.

My father understood perfectly what I was thinking. Lo and behold, for Christmas that year he gave me a Sony transistor radio. For such a little radio which fit in the palm of one's hand, the clarity was incredible. I enjoyed having my own radio with which I listened to prep lecture, music and other programs. That was nearly 40 years ago and though I do not use it anymore, it is kept carefully tucked away in a drawer.

I wish to express my gratitude to Mr. Akio Morita, the father of the transistor radio and pray that his soul may rest in peace.

This letter to the editor, from Mrs. Sato (a 56 year-old housewife), was originally printed in The Tokyo Shimbun dated October 14, 1999. It was reprinted with the consent of Mrs. Sato and the Tokyo Headquarters of the Chunichi Shimbun.

40 Messages in Rememberance

# Memories of Working With Mr. Morita

Messages in Rememberance

## Only Human

by Kunitake Ando

President and COO, Sony Corporation

Mr. Morita had a gift for being able to charm people the very instant he first met them.

One of my most vivid recollections of this is when I first accompanied him on a business trip to the US in February 1972. It lasted an incredible three weeks and included a speech given at a dinner reception held by the Economic Club of Chicago. At the time, the major consumer electronics manufacturers were all based in the Midwest with Chicago at the center. Considered one of the most well-known economic clubs in the US, former speakers included numerous heads of state, politicians, government officials and top US business leaders. By inviting Mr. Morita to speak, that list was about to include the president of a Japanese corporation with sales not yet topping 200 billion yen. Upon entering the reception hall, I was overwhelmed by the stately architecture of the building and by the some 1,500 prominent attendees for which seating had been prepared.

Thinking back, at the time, Mr. Morita was six years younger than I am now. He made such skillful use of humor and instantly captured the hearts of the audience. The introduction was as follows:

> "In the US speeches are given after dinner, but in Japan speeches are given before dinner. Since coming to the US, one thing I still have yet to become accustomed to is trying to nervously finish my dinner before having to give a major speech. The US imports a wide variety of things from Japan. I think it would be wonderful if they imported this Japanese custom too."

This was followed by his clear and excited explanation of the philosophy Sony has carried out since its founding and Sony's product concepts interspersed with Mr. Morita's own personal experiences. As he related each episode, waves of laughter spread over the audience. The attendees identified with him and nodded their heads in agreement. From the American point of view, Sony was on the verge of achieving the "American dream" and Mr. Morita, as the representative of that dream, received a big

round of applause.

The conclusion of his speech touched upon the "color TV issue" which had become a topic of concern between the US and Japan at the time.

"The Trinitron color TV, developed from Sony's own original idea, is sold 20 to 30% higher than the market price. I can't accept that despite this, Sony is being lumped together with other companies and being taxed for dumping. Where's the American spirit of fair play?" Mr. Morita boldly made this statement in front of a crowd of top American consumer electronics industry leaders.

No matter what the occasion, Mr. Morita always spoke very frankly and this was undoubtedly the reason why he was able to gain the trust of people around the world. Just as Mr. Morita did then, now I must deal with numerous corporations and industrial entities around the world. In such situations, I still think back to Mr. Morita's resolute approach and remain immensely grateful to him for having shown us the way.

Interestingly enough, that same Mr. Morita once said to me, "On the day I have to give a speech, unfailingly I wake up thinking regretfully, 'Why did I ever agree to give this speech in the first place?'" Despite his greatness, to think that even for Mr. Morita, things were not as easy as he made them look gave me a sigh of relief. At the same time, for him to make that comment—admitting that he was only human—was yet another facet of Mr. Morita's charm that I recall with fondness even now.

## Memories of Mr. Morita

by Masayoshi Morimoto

Corporate Senior Executive Vice President, Sony Corporation

Upon entering Sony, I initially worked in Human Resources. However, from 1972 I was assigned to assist in getting our color television production facility in San Diego off the ground. This was to be Sony's first overseas

Messages in Rememberance • 41

[L.C.]

# Our Gifted Advisor

by Shizuo Takashino

Any recollection of Mr. Morita's career would surely be incomplete without mention of Sony Walkman.

Out of the blue one day, Mr. Morita said, "I have the feeling that the number of young people wearing headphones has decreased, but I want you to find out for sure." Wondering what brought this about, I discovered that Mr. Morita had gone to the third floor of a building located on the corner of a busy intersection in Harajuku (a well-known Tokyo hot-spot for teenagers) and stared out the window for a good three hours. It seems that he became concerned when he sensed the number of young people walking around wearing headphones (listening to their Walkmans) had decreased.

Mr. Morita was the kind of person who had to experience things for himself and see things with his own eyes. This was particularly true with Sony products which he focused extraordinary attention on. Whenever an engineer brought him a potential product, whether it be a new design or a prototype, he was not satisfied until he tried it for himself over the weekend. It was common practice for the engineers in charge to arrive at the office early the following Monday because without fail, in the morning Mr. Morita would call us into his office for a discussion.

On one such occasion, he commented, "The tape makes a rattling sound inside the player. So, how about fixing a small spring inside the player to stabilize the cassette?" Mr. Morita gave careful attention to every last detail. In this particular case, since this was a prototype, it was purposely missing the spring (which was to be included in the final version). However, this just goes to show that no detail escaped Mr. Morita's eye. All of us highly valued his opinion.

While pointing out a minute detail, suddenly there would be a call from a prominent government official or from a top banker. Too important to be put on hold, he would say to us, "Could you guys leave the room for a

production facility. From very early on, Mr. Morita expressed a firm belief in a policy of local-based production stating that, "Production must be located where the market is."

My transfer to San Diego was to coincide with making the San Diego facility operational. However, before assuming my new post I did not bother to pay Mr. Morita a visit. At the time, since I was but a mere assistant manager, paying Mr. Morita (the President of Sony Corportation) a visit seemed overwhelming and so I did not. Yet, on the day of my departure, while waiting at Tokyo's Haneda International Airport for my flight to the US, I suddenly received a phone call. I was shocked to discover it was Mr. Morita. It seemed that he had wanted to talk with me in person to explain the aims behind the construction of the San Diego facility. For close to half an hour, Mr. Morita explained that, "First and foremost, this factory is to produce in the US, televisions of the exact same 'made in Japan' quality that people have come to expect from Sony. The most important issue is ensuring that the San Diego employees strive to build quality into every product they produce. Therefore, it is vital that personnel management be carried out effectively." During the conversation, not once did he mention cost or profit. Considering that this was in the days when the exchange rate was 360 yen to the dollar, the San Diego project did not seem to add up from a cost / profit perspective. Yet, he was not swayed by the thought of quick profits. He had foreseen the subsequent intensification of friction in the US-Japan relationship, and he had thus endeavored to make direct investment by establishing local manufacturing facilities. All of these aspects express the kind of vision that still leaves me in awe.

Later, I was fortunate to have numerous opportunities to talk directly with Mr. Morita and benefit from his words of wisdom. Needless to say, each opportunity has had a significant impact on my life. Although living up to his vision is no easy task, I will continue to strive with all my heart. Mr. Morita, I am truly grateful.

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[L]

second?" and we would wait outside his office. After hanging up, a short time later he would call us back in saying, "Now, about that spring..." It was amazing how he was able to shift focus from the important telephone conversation back to our topic of discussion without missing a beat.

Mr. Morita always enjoyed discussing, in this way, the various points of current products with young engineers. When it came to products, his sense and genius constantly surprised us and made us think. Such reminisces make me feel I can almost hear his cheerful voice once again.

## A Flood of Memories

by Kenichiro Yonezawa

Corporate Executive Vice President, Sony Corporation

Winter 1992. While riding in the Chairman's car on the way back to Sony headquarters from the Keidanren (the Japan Federation of Economic Organizations).

Mr. Morita finally spoke after a long silence. "If I become Chairman of the Keidanren, I am determined to see through the restructuring and deregulation of Japan. Yet, though Gorbachev was the one who introduced the Soviet Union to *perestroika*, ultimately he was ousted from power. I wonder if I will fall to the same fate as Gorbachev?"

I responded by saying, "Few leaders have the courage to carry out reforms and it's times like these that call for the appearance of such leaders. So, you should be prepared to become a Gorbachev for Japan."

Mr. Morita countered by saying, "That's easy for you to say when you're not the one who's to become 'Gorbachev.' Can't you think of some way that I can implement such reforms without becoming a Gorbachev?"

"Well, I'll try my best," I replied.

Summer 1993. During a meeting in the Chairman's office in preparation for the Japan-US Business Conference.

Perhaps due to a typhoon, rain was pounding sideways at the windows outside.

Mr. Morita suddenly asked,

"Why hectopascals instead of millibars?"

"What?" I said—not being able to follow his train of thought.

Mr. Morita (left) and Mr. Yonezawa, together following the close of the Japan-US Business Conference held in Cleveland.

"Until just recently, whenever there was a typhoon, air pressure was indicated in millibars, but now on TV in Japan it's expressed in hectopascals. What's the difference?" he questioned.

"It seems the two terms are interchangeable. Whether air pressure is called one or the other, the numerical value remains the same," I answered—feeling relieved that I knew this one.

"Then why do they need to change terms?" he continued.

"...I wonder why too," I meekly replied now regretting having pretended to know all the answers—realizing that, as always, Mr. Morita was pursuing the real substance of the problem.

May 1999. Visiting the Morita residence in Hawaii.

Against the brilliant sunlight, theazure ocean breeze was sending a flag displaying the Morita crest and another displaying the insignia of the Japanese navy fluttering in the wind. Mr. Morita was pushed in his wheelchair to the lawn area of the garden by Mrs. Morita. He no longer could stick out his lips and talk triumphantly. I nevertheless spoke to him over and over.

Messages in Rememberance © 43

My letter to him—written after my return to Japan.

Dear Mr. Morita,

When we met the other day, not having seen each other for three years, a flood of memories came back to me. I recalled all that we had been through together including a good number of lawsuits and various Keidanren incidents. When I saw you struggling to listen to me with your eyes wide open, I could feel your steadfast encouragement as if to say to me, "Are you doing what you should? Sony is facing many challenges, so you must do your part in helping Mr. Ohga, Mr. Idei or whoever."

Always remembering what you have taught me, I will join the others in combining our efforts to make the company that you founded, "this unique Sony that I love," an even better company than ever. Please accept my whole-hearted gratitude.

With sincerest thanks,
Kenichiro Yonezawa

## A Truly "Lucky" Memory

by Mitsuru Ohki

Corporate Senior Vice President, Sony Corporation

It is not easy for me to speak of my memories of Mr. Morita. There are so many and countless of these that are so personal that I prefer not to talk of them—leaving them locked away inside my heart where they belong.

One day during the summer of '89, when I was still working for Sony's UK branch, SBC (now known as BPE (Sony Broadcast & Professional Europe)), I suddenly received a call from Mr. Morita saying, "I want you to act in a secretarial role for me. The activities of Keidanren (Japan Federation of Economic Organizations) and other outside activities are taking up my time. I need your assistance." It was such a sudden request that I really did not have much to say except that, "I have such a haphazard way of doing things. I wouldn't be any good as

a secretary." His reply was "You wouldn't be a secretary. You would be fulfilling a secretarial role." At that particular time, for someone in Sony to have the title of being in charge of secretarial affairs sounded more than a little strange. I received five or six calls after that first and we always had the same conversation. Later, sometime in the fall, Mr. Morita took the time to come all the way to my home in the suburbs of London where we proceeded to have the same conversation. Eventually, in the later part of that year, I eventually returned to Sony—accepting the responsibilities of serving as Assistant to the Chairman.

Right up until Mr. Morita took ill, I served as his haphazard secretary—gaining an incredible wealth of knowledge along the way. One indelible phrase of Mr. Morita's which continues to remain as a guidepost for me is: "It's the little things that count. Carrying them out to the best of one's ability is what matters." Mr. Morita's imagination gave birth to so many products including the Walkman. He would be thinking, "Wouldn't something like this be handy?" or "Wouldn't it be fun to have something like this?"—sensing the true desires of people everywhere. His slogan was "Simple is best. Take care of the little things first." He was truly a man of insatiable curiosity and a man who believed in the importance of getting the fundamentals right.

He was a man who could not keep still. He had fun working and made "enjoying life" his motto. The power of his charming personality was felt by many—so much so that "Morita the guru" left innumerable people unwittingly thinking to themselves, "I'm one of Mr. Morita's closest friends." He was also a man born with the gift of luck. One of my most unforgettable memories was sinking a hole-in-one during a round of golf with the

The Moritas and the Ohkis commemorating the hole-in-one.

44 Messages in Rememberance

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Moritas while in the Karuizawa mountain resort area one summer. Mr. Morita was overjoyed exclaiming, "See, you got that hole-in-one because you were with me! I bring luck to those around me!" He immediately got on his cell phone calling everyone saying, "Ohki is playing golf with me, and he just sunk a hole-in-one!" His phone use was legendary. With his phone bill, he was probably the phone company's largest single supporter. The only downside to the hole-in-one was that I had not yet taken out any "hole-in-one insurance.*" So, although my wallet may think otherwise, the day was truly an unforgettable "lucky" experience for me.

*It is customary for a player who sinks a hole-in-one in Japan to purchase numerous expensive presents to give to friends and colleagues. Therefore, many regular players purchase "hole-in-one-insurance" to offset such costs.

## A Complete Account of the Unplanned Pasture Landing

by Kenji Tamiya
Advisor, Sony Corporation

Mr. Morita was a fan of anything that could be driven or flown. It seems he was especially fond of helicopters. "Nothing could be more convenient," he said after flying to New York by helicopter one day. At the time, to meet the needs of his busy schedule, he was making extensive use of the corporate helicopter that Sony Corporation of America had purchased.

There is a particular episode involving this helicopter that I would like to relate. During the early 1980's Sony was leading the movement to abolish the US's infamous Unitary Tax. Relatedly, he had arranged a luncheon in Washington D.C. with an influential senator. I was also to attend, so the two of us left together for Washington from the Manhattan heliport.

As I always become drowsy in any kind of vehicle, I was beginning to doze off. That is when Mr. Morita began poking me in the side exclaiming that there seemed to be

something wrong with the helicopter. He said that the sound was much higher than usual and the vibration felt irregular. Just then, the pilot shouted to us that there seemed to be something wrong with the blades and that he would need to make an emergency landing in order to inspect them. Below us was an expanse of rangeland covered by rolling hills. It was here, right in the middle of a ranch dotted with grazing cattle that we made an unscheduled landing.

After climbing atop the helicopter and inspecting the blades, the pilot informed us that the blades had come in contact with a bird—damaging some of the blade's coating. This was the reason for the irregular rotation. He recommended that by reducing our speed in half and flying at low altitude we would be able to make it to Washington. Anything seemed better than being stuck in the middle of a cattle ranch and since there was no other plan in the offing, Mr. Morita gave the go ahead.

Mr. Morita responded to this incident by stating that this just goes to show how convenient helicopters are. They can land anywhere. He elaborated that none of this would have been possible in an airplane. All that I could manage to say in all honesty was "Is that so?" As we made our way to Washington, barely clearing the hills below, I found that my previous drowsiness had completely disappeared. As I looked out the window, my concentration remained intently focused on the land below and then I noticed something. I asked what that body of water below was. Mr. Morita responded that perhaps it was the ocean. We continued gazing as the large body of water came into view. The pilot replied that we were looking at the Chesapeake Bay and on the outer rim was Washington. Incredible! We are going to pass over the huge body of water? For a split second I felt uneasy thinking that no matter how "convenient helicopters are because they can land anywhere," an emergency landing in the Bay seemed a bit grim. Luckily, it was fishing season in the Chesapeake and so there were plenty of fishing boats out on the water. If by chance we had to make an emergency landing, we were certain to be rescued by one of these boats. It seemed that I was not the only one who was relieved by this fact as I noticed Mr. Morita staring intently out the window—a scene that I clearly recall to this day.

We finally arrived at the airport in Washington where the limousine, which had been kept waiting, sped us off to

Messages in Rememberance • 45

the luncheon. In the end, the luncheon went very smoothly. However, from the time we made the unscheduled landing until arriving at the airport in Washington, no one had been contacted as to our whereabouts. Most likely the pilot was not able to adequately convey the situation by radio. Later I heard that, the helicopter not arriving on schedule caused a great commotion among a number of Sony officials as they could not determine Chairman Morita's exact whereabouts.

In the end, the state with the most onerous Unitary Tax system for US-based foreign companies, California, took steps to revise its Unitary Tax code. The victory in California virtually meant full abolishment of unitary taxation in the United States. Without Mr. Morita's decisiveness and perseverance in tackling this issue, as well as his unparalleled ability to take appropriate action, this abolishment could not have occurred.

## What a Wonderful Life!

by Akira Higuchi

Advisor, Sony Corporation

I am sure that Mr. Morita thought long and hard about what exactly he should do with this company started by Mr. Ibuka called Sony (initially Tokyo Tsushin Kogyo). Mr. Morita himself had studied physics and together was propelled by Mr. Ibuka's dream, a dream that "we can achieve whatever we strive for." It was a dream they held in common. With Mr. Ibuka hard at work creating, Mr. Morita likely came to the decision that he had to be the one to manage the company. There was an unforgettable incident that brought this decision to light.

Before World War II, the invention of "AC bias recording" had been announced in Japan and the Japanese government granted a patent. A similar application had also been submitted to the US patent office but before approval could be granted, the War began. After the War, it was reported that another individual in the US had applied for

and obtained similar patent rights in the US. Therefore, two individuals—one in Japan and the other in the US, lawfully claimed the same patent. Naturally, Japan's Patent Act and Tariff Law barred imports of foreign AC bias tape recorders. Exploiting a loophole, a US company was able to get their recorders on the Japanese market. Sony was one of the companies which repeatedly warned this company against such unfair market participation. Since the company paid no heed, Sony went to the Occupation Forces GHQ to make a formal complaint. The individual who took the lead in this was Mr. Morita himself. In terms of US-Japan relations at the time (1952), Sony showed a great deal of spirit in standing up for itself and this story was even carried by major newspapers of the day.

Another incident which is so famous that it needs no explanation occurred in 1955. On a business trip to the US to sell transistor radios, Mr. Morita turned down an order from an American watch company for 100,000 radios because the company wanted to use their own name as opposed to Sony's.

What such incidents illustrate was Mr. Morita's passion for the "Sony" brand and his pride in the ability to create "something, which America doesn't have." Such ideas led to Sony becoming a modern world-class brand. For Mr. Morita, a man eight years my junior, to pass away before me is a regrettable tragedy. Instead however, I intend to remember you in this way; Mr. Morita, you poured your heart in everything you did. You achieved such greatness. What a wonderful life!

## The Day I Quietly Discarded
My Letter of Resignation

by Yasumasa Mizushima

President, Sony Logistics Corporation

There are two facets that come to mind in recalling my impressions of Akio Morita. One is the incredible power of his persona and his fantastic ability to concentrate backed by

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## Messages in Rememberance

his foresight. The other is of a truly caring and considerate person. Though not lacking for episodes highlighting both his powerful and considerate nature, I would like to remember Mr. Morita by focusing on a single episode illustrating his considerate nature.

Naturally, there are times when it is impossible through one's own effort and ability to overcome bad luck. For a corporate employee, the worst kind of luck is to be stuck working under someone impossible to get along with. When it affects the employee's dignity and when it leads to the employee's own family being treated poorly, resigning becomes the only alternative.

One day, just as it seemed the establishment of Sony's German operation was a foregone conclusion, I was about to send off my resignation. I felt at this stage, there was little chance my resignation could damage prospects for its founding. I tried two or three times to call Mr. Morita who was on business in the UK. However, he was not in. Eventually, I decided to simply leave a message that I would call back later. Surprisingly, early the next morning he called me back.

Mr. Morita was the individual who interviewed me before I started working for Sony. Moreover, he was the key promoter in establishing Sony's German operation. I could not selfishly send off my resignation and return to Japan without giving Mr. Morita prior notice. As I picked up the phone, the trademark fast talking voice of Mr. Morita was slow and serious and the first thing he said was, "It seems things have been rough for you too."

In those days, telex was more stable than international phone service, but even so, the connection held up and he managed to talk for some 30 minutes. I say "he" because it was Mr. Morita who led the entire conversation—offering no chance to admit having written my resignation, nor was there a lag long enough to even mention my intention to resign.

As a result of that conversation, I no longer became so easily upset at work and now here I am about to reach retirement some 30 years later since that day I quietly discarded my letter of resignation. In sum, what Mr. Morita said to me over the phone on that day was this:

"Many people think that my becoming president was a very smooth process, but that's not true. For example, in the early 60's, after moving myself and my family to the US to

get SONAM off the ground, I made a trip back to Japan and faced severe criticism. Within Sony there was the feeling that, 'Why did we send Morita off to the US if all he's going to do is create debt for the company?' At the time, Japanese government regulations limited the amount of foreign currency that could be taken out of Japan. So, we had to limit our spending to 17 dollars a day per person. Sometimes we skipped lunch and sometimes we made due with some bread and a cola. We used any money we saved to host parties to expand our contacts and carve out and lay the foundations for our market. We did all of this with our own blood and sweat. I'm sure you understand. Sony is what it is today because of the brand reputation it achieved in the US market. If we're able to carve out a West German consumer electronics market for Sony, despite the fact that the German electronics industry, lead by Grundig, is considered the global leader and has sought to block Japanese exports, this will be proof that Sony can successfully take on the European market and even the world."

I would never have imagined in my wildest dreams that Mr. Morita faced such criticism in Tokyo. However, what really moved me was that he sensed in me a young man's short temper, and without any discussion whatsoever of whether I should or should not resign, I received a firm scolding simply by the way his own life experiences spoke to me. Although my German secretary catching me blankly staring into space after hanging up the phone was an embarassing footnote, I found in Mr. Morita's words my second wind—enabling me to serve Sony for more than 30 years from that day. Moreover, this opportunity instilled in me the habit of asking myself at important turning points, "How would Mr. Morita think and act in this situation?"—an important habit I still rely on even to this day.

Messages in Rememberance • 47

Around the World as
Morita-san's Shadow

by Noboru Yoshii

Corporate Executive Vice President (former), Sony Corporation

My first encounter with Sony began with an encounter of Morita-san. In 1955, a major part of the development around Tokyo Station's Yaesu entrance was the construction of the International Tourist Building. As Sony Corporation and the bank I worked for were both tenants of this building, Morita-san and I came to know one another. At the time, he was serving as President of Sony Shoji (Sony's sales arm). I was serving as the first manager of the Mitsui Bank Yaesu Branch when we began to know one another. During the ensuing six years, I served as branch manager of various branches—being transferred from Yaesu to Marunouchi to Kokura and then to Osaka West. As I had intended to spend the end of the year at my home in Kamakura, I returned to this area not far from Tokyo. During the New Year's holiday in 1960, I was unexpectedly invited by Morita-san to join him for golf and so we met at Shinagawa Station in Tokyo. While riding in the car, Morita-san and Ibuka-san suddenly and very persuasively invited me to join their company saying, “You seem to have accomplished all that you can at the bank for the time being, so why don't you join us?” I was so caught up in their excitement that by the time we pulled into the Kasumigaseki Country Club an hour later I had made up my mind to join Sony. I officially entered the company on April 1, 1961. I had decided on April 1st because I wanted to begin working at Sony as soon as possible.

By this time, 15 years had passed since Sony's establishment and the company had already laid the foundation for the global launch of its consumer electronics based on transistor manufacture. It had also developed a well-defined purpose and management model suitably designed to meet the needs of the 21st Century. The corporate founding prospectus that Ibuka-san drafted became well known. Yet, what has received less attention is the extent to which powerful advisors outside of Sony were in place to ensure that the goals of this prospectus would be

achieved. These elite individuals served as Sony's advisory group and included such prominent figures as Mr. Tamon Maeda, Mr. Junshiro Bandai, Mr. Michiharu Tajima, and of course Mr. Kyuzaemon Morita. These were the individuals who could say "no" to the founders Morita-san and Ibuka-san. Each Sony president serves as a link in a continual chain of individuals who have inherited the Sony spirit, undertaking new initiatives in numerous fields, beginning with Mr. Iwama, Mr. Ohga, Mr. Idei and so on.

From my first day at Sony, I was assigned to serve as Senior Managing Director within Sony Shoji. There was the implicit understanding that the department that I would begin working for would be the very division under the responsibility of Morita-san. The following year, I was transferred to Sony Headquarters and in being named to the Board of Directors I became a member of Sony's management group. Starting as Director of the President's Office, I served as director of many departments, both in Japan and abroad, including Public Relations, External Affairs, Legal Affairs, and General Affairs. Not once did I

receive any training from a predecessor to take over these positions. Having been raised in a company with a traditional structure, for me it was common to start by "wearing the mantle of one's master," in learning the ropes from one's predecessor before beginning a new position. But I soon realized that in Sony this was not the norm.

Standing in front of the NYSE after the successful listing of Sony's stock. Left to right, Mr. Yoshii and Mr. Morita

Moreover, since starting work, not once did my superiors explain what duties I should perform. The single exception was when Mr. Tajima (one of the outside advisors mentioned previously who could say "no") assigned me with specific duties. He said, "I'd like you to understand that Sony is Ibuka-san's and Morita-san's company. Therefore, the two of them have to concentrate all their efforts on company matters, and since you have no background in technology, your responsibility will be to handle outside matters that they don't have time to handle. Specifically,

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you'll be the representative for things such as the Keidanren (Japan Federation of Economic Organizations), the Electronics Industries Association of Japan (EIAJ), and the Rotary." Subsequently I represented Sony in serving as Chair at nearly all associations that Sony belonged to like the Keidanren and the EIAJ. Incidentally, Sony no longer has any connection with Tokyo's Rotary clubs.

Sony was born in 1946—rising from the aftermath of Japan's defeat and growing into one of the world's leading companies in less than a half century. This was achieved from the synthesis of both Ibuka-san's technological innovations and Morita-san's management reforms. While Sony's technological innovations were realized because research was promoted freely, from the outset management reforms were not handicapped with traditional burdens. In this way, Sony escaped the fates of conventional Japanese corporations such as extremely old industry structures as well as the fleet management system whereby widespread consensus must be gained before moving forward. But this resulted in Morita-san requiring two times the energy of a normal manager and having to work 24 hours a day. Moreover, Sony achieved global standing by earning acceptance as a "local company" as symbolized by being listed on the New York Stock Exchange. As a result, the road to raising desired investment funds was opened. When foreign investors rushed to purchase Sony stock and ran up against the Japanese government's detestable restrictions on foreign ownership of Japanese stock, Sony became a leader by putting an end to such restrictions on its own stock. Today, foreign holding of Sony stock is extremely high at approximately 40%. The natural outcome was that from early on, Sony management style came to place importance on the stockholders and this also led to a management style based on the market price method.

After Japan's expanding economic bubble of the 80's burst in the 90's, the Keidanren knew that in order to revitalize the Japanese economy, there was no other way but to make investor relations (IR) a key part of Japanese management. Thus, it established the "Nihon IR Kyogikai" as an entity for promoting corporate IR management. At the time, an economic / finance magazine known as "Weekly Toyo Keizai" ran a story heralding Sony as the corporation which pioneered IR management in Japan.

Morita-san did not fear costs. He formed a successful sales network based on what he called "Own brand, Own channel." He also became the founder of linking demand with local production facilities—contributing greatly to avoiding trade friction with trade partners. Also, in comparison to other Japanese companies that spent 15 years and paid heavily in an out of court settlement based on the anti-dumping ruling of the US, Sony was quickly ruled innocent and the spirit of Morita-san's *The Japan That Can Say No* gradually began to have an even greater impact. Together with the fruitful results of the Japan-Anglo Electronics Conference, the Nikkei Shimbun, in a news article, praised Sony as the global standard of the "Era of Competition and Cooperation." Morita-san's ideals were constantly the "best in the world," and now at the end of the century, Sony has nearly surpassed its long-held goal of becoming like America's IBM and Philips of the Netherlands.

Reflecting now on how Morita-san fell ill and passed away, the only grudge I bear is against the comparatively sluggish pace of Japanese medical progress. If only it were as fast as the speed of Sony set by Ibuka-san and Morita-san. I lament this loss as not only an enormous loss for Sony, but for the entire Japanese nation.

## A Remembrance Upon First Meeting Akio Morita

by **Harvey L. Schein**

I knew and worked with Akio Morita for nearly 35 years. Throughout that time I had many interesting and broadening experiences with him, both business and personal. He was not only my boss when I was with Sony America, but he and his family were close friends of mine and my family. There is no doubt that Mr. Morita was a

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unique and special person from whom I learned many
valuable things.

With the myriad of contacts I had with Mr. Morita over
the years, the one that stands out most vividly and has
remained with me to this day, is the first meeting I ever had
with him. On that day I knew I had met a rare and
outstanding businessman. First a little background. In the
early 1960's, I was the President of CBS Records
International and was in the process of setting up subsidiary
music companies in countries around the world. Of course,
Japan was a primary market, one in which we desired to
have ownership in a local company. At about that time the
Japanese government liberalized the rules concerning
domestic foreign investment—an American company could
form a fifty-fifty joint venture with a Japanese entity. I set
about seeking out a Japanese partner for CBS in Japan.
However, it turned into a very frustrating effort. Although
several companies, including the then CBS licensee
indicated interest in the deal, they all said that bureaucratic
red tape would delay its consummation for years. Then good
fortune struck! Through a mutual friend I was able to
arrange a lunch with Akio Morita, at that time Executive
Vice President of Sony.

We met at Sony Headquarters and Mr. Morita suggested we go to a nearby hotel to dine. Since we had never met before, we spent a short time getting familiar with each other. I was impressed by his warmth towards a young stranger. I outlined CBS's interest in having a joint venture music company in Japan. I started to tell him about CBS Records and its worldwide plans, but he stopped me and said he knew all about CBS and Columbia Records, having lived in the United States. He told me that he and his associates had been thinking about going into the content business and that he thought it would be a great idea for Sony to join up with CBS in a music company in Japan.

I took a deep breath, because his agreement had come so
quickly—I don't think we had yet been served our soup and
I was overwhelmed by his enthusiasm. I said, “I'm sure CBS
would be happy to have Sony as a partner, but how long do
you think it will take to obtain government approval?”
remembering what I had been told by our licensee in Japan.
Mr. Morita, immediately and without pause replied, “Oh, I
think we can get approval in about ninety days and we

should be able to be up and running in six months." I could
hardly believe what I had just heard. I said, "Are you sure it
can be done so quickly?" and he replied, "Don't worry.
Leave it to Sony. We will work it out with the government."
It was a decisiveness, which I had never heard from a
Japanese executive.

We agreed to get together after each of us had conferred
with his associates. We met the next day and shock hands on
the deal, arranging for our lawyers to draw the relatively
simple agreements. Over a short period of time the deal was
finalized, with the most difficult negotiating point being
whether the new company was to be called CBS SONY or
SONY CBS. I prevailed on that point, but Sony was given
control of day to day operations on the joint venture and the
CBS International Catalogue was licensed to the new
company on very favorable terms. Perhaps I should have
agreed to the venture being called SONY CBS.

In any event, within six months, true to Mr. Morita's
assurances, government approval was had and I was back in
Tokyo at a large reception with Akio Morita and Norio Ohga
breaking a cask of Morita Family sake, inaugurating the
founding of CBS/Sony Records. That was the beginning of
one of the most successful US-Japan joint ventures and for
me an experience I have never forgotten.

Although Mr. Morita has passed on and we will miss his
dynamic presence, the lessons I have learned from him will
remain with me forever.

A Futon Heater Arriving
Mid-Winter

by Testsuo Tokita
Advisor, Nissei Electric Industrial Corporation

It is well known among Japanese that Europe has severe
winters. Around the time when Bridgend, Wales was
selected as the ultimate site for the UK television factory, I
mentioned to Mr. Morita that Wales had somewhat milder

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winters than Scotland. One winter's day a few years after this comment was made and just as our operations were getting up to speed, Mr. Morita phoned our Bridgend factory. He said, "Mr. Tokita, there's this new product out on the market in Japan called a futon dryer. It's really great and so convenient. After using the dryer, your futon is so nice and warm and really makes for a restful sleep. I'm sure with such strong wind and rain in the UK and such weak sunlight, you probably can't even hang out your futons. So, I sent one of these futon dryers. Why don't you try it out?" I cannot forget how grateful I was while thinking to myself, "It seems Mr. Morita hasn't forgotten that time a few years ago. It's so considerate of him to think of us here who are stationed abroad." I could picture Mr. Morita thinking, "There's this new product...Who would this be most useful to?...Hmmm....What kind of place would people find it difficult to hang out their futons?...Probably people living in a place that doesn't get much sunlight...The Japanese and their families living in Wales!" Not a single detail escaped the depths of his consideration.

As soon as the futon dryer arrived, we immediately began passing it among the Japanese families at Bridgend. Those who used it reported it worked wonders. These families praised the device noting that especially when used just prior to bedtime, it left one's futon warm and cozy— perfect for a good night's rest. Mr. Morita's kindness and consideration was greatly appreciated by these families. Somewhere along the line, the local Bridgend factory staff also heard about the device. One day a staff member

Prince Charles inspects the factory at the official opening of the Bridgend Plant December 1974. From left to right Mr. Tokita, the first head of the Bridgend Plant, Mr. Morita and Prince Charles

mentioned that our local staff had heard about the wonderful "bed warmer" and wondered if they might also try it out. "Yes of course. Please give it a try," I replied. Thus, the futon dryer started making its rounds among the homes of the local staff. Of course, in no time at all this one extremely popular futon dryer simply was not enough and we had to purchase another. From the families of our local Bridgend staff to the families of those who served in management, everyone had been touched by the true essence of Mr. Morita's caring management style. It is something that remains in the hearts of every Bridgend family member.

## Leadership, Curiosity and the Spirit of Challenge

by Kazutoyo Komatsu

Former CEO, Baxter Ltd.

"Komatsu, could you come with me?" Without saying exactly where we were headed, Akio Morita had said these words to me one late summer morning in 1960. Soon I was trying to keep pace, following Mr. Morita as he quickly stepped out of the hotel and down the historic sloping cobblestone streets of Zurich. This was when we were just beginning to make inroads into Europe—turning the local Sony representative office into a true corporate office in accordance with local law. Stepping off the cobblestone street, we walked through the doors of a stately red brick building and up the steps to the second floor where the Baker Makenzie Office of Law was located. There we were greeted by the smiling face of a certain Dr. Ledeler with whom I became good friends with during our stay. Soon after arriving at this law office, he and Mr. Morita were deep in discussion regarding the various complexities (legal and location issues to name a few) involved with establishing a corporate office in Switzerland in accordance with local law.

For me as an individual who was well studied in law, this office was captivating since it was my first time to see a law office outside of Japan. The air was heavy with the

Messages in Rememberance • 51

1963 on the frozen Alstersee in front of the Hotel Vier Jahreszeiten. Mr. Komatsu (right) and Mr. Morita (left)

classic feel of more than a hundred years with which the building had stood. I could not help gazing at the gold lettering on the backs of the law books which lined the shelves, the antique furniture, a priceless looking painting painted in some undeterminable age long ago. I was completely oblivious to the intense conversation between Mr. Morita and Dr. Ledeler as I was caught up in my own world of fascination.

Eventually after the discussion was over and we had returned to the hotel, Mr. Morita said to me, "Komatsu, could you make a brief summary of today's discussion?" What was I going to do now? I had been so engrossed enjoying my own little world that I had caught only fragments of Mr. Morita's conversation and therefore had next to nothing to use as material for a summary. I certainly could not reply that I had not been listening. I eventually made a list of the bits and pieces I had remembered and handed it to Mr. Morita. After a brief silence, he said, "I'll go ahead and make the summary myself. Don't worry about it." Instead of reprimanding me, his reaction left me beside myself with shame.

From that point on, whenever providing similar support for another co-worker, I always listened to the conversation with complete focus and concentration. That was one lesson I learned from Mr. Morita, the dedicated teacher. At the time, Mr. Morita was 37 and I was 30. In December of that same year, Sony Overseas SA was established in the city of Zug which lies on the shores of a beautiful lake with a picturesque view of Mt. Rigi.

"You're representing Sony. So when traveling on business you should stay in the finest hotels because

companies are often judged by the class of hotel their employees stay in," Mr. Morita said. This was when Sony was only just over 1,000 employees (by a few hundred or so) and allocation of foreign currency was very tight. About that time, Mr. Morita made the comment, "Komatsu, soon the time will come when many Japanese will travel abroad. Wouldn't it be interesting to run a travel agency? That way we would also have information on all the hotels."

My first time staying at the famous hotels of the world such as The Grosvenor House of London; The Savoy Hotel; The Vier Jahreszeiten of Hamburg; and The George V and The Hotel Plaza Athenee, both in Paris—all occurred while traveling on business with Mr. Morita. He also had this insatiable curiosity about everything. The Berlin Wall, separating East from West, was built in 1961. In October, the Soviet and US forces were faced off on either side of the Brandenburg Gate and we would find ourselves observing a seemingly dangerous touch-and-go situation. "This is an historic moment! Komatsu, we have to go see this," Mr. Morita said. So, off we went to Berlin and there we saw the Soviet and US tanks faced off less than 100 meters from each other across the line—tank muzzles poised and ready to fire. We went right beside one of the tanks—reveling in the excitement of this historic moment. When I heard that Sony's European base was built last year in Berlin, this experience of 38 years ago came flooding back to me as if only yesterday. The hotel we stayed in was the finest in Berlin, the Bristol Kempinski.

Even today I continue to reflect on and learn from Mr. Morita's insatiable curiosity, his spirit of challenge (the kind of spirit which drove him to turn curiosity into reality), and his leadership qualities.

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# A Missed Chance to Become General of the Bathhouse

by Masakazu Namiki

General Manager,
Public Relations Department, Skyperfect Communications Inc.

Although he was busy, up until Sony UK was formally established, Mr. Morita made frequent visits to Europe. Above all, he constantly encouraged me while I served as an expat, as well as rallied support for our expanding operations. In preparing for the establishment of Sony UK, we had to keep all related plans completely secret from the Debenham Company which served as our local dealer at the time. At the same time, until Sony UK could be established, we were in need of a constant income stream and so Mr. Morita suggested a plan for a side business. At the time, a thermal power generation plant had just been built in London and Mr. Morita discovered that hot water was being supplied at no cost to the outlying areas. He proposed I open a bathhouse for profit. His idea was to create a bathhouse that would appeal to the Japanese expat community living in London. He suggested establishing the bathhouse together with a ramen restaurant. The complex would have Japanese newspapers and magazines and *shogi* (Japanese chess)—offering a place for Japanese to come in their free time to take away some of the loneliness of living in a foreign country (since bathhouses have always served as a familiar part of traditional Japanese community life). He even proposed calling it the “London to New York”—a clever name which played upon the word “New York” and the Japanese word “*nyu-yoku*” which means “to enter the bath.” Although Mr. Morita was very persuasive, no matter how important achieving a constant income stream was, the idea of overseeing a bathhouse was not very appealing to me and eventually the idea never got off the ground. One day not long after completion of Sony UK and the Bridgend Plant, with operations already underway, Mr. Morita mentioned in passing with an affectionate look in his eye, “You missed your chance to become general of the bathhouse.”

As the contract with Debenham was about to expire, Mr. Morita gathered together those of us serving as expats, the office staff and Sony UK's advisors (all of whom were British) to hold a meeting related to the official

establishment of Sony UK. At this meeting, each individual gave their opinion regarding the future development of Sony UK. As the last to speak in explaining the reasons behind establishing Sony UK, Mr. Morita stated, “Sony UK should be a company that contributes to the economic recovery of the United Kingdom.” Tears welled in the eyes of a number of the British staff who became speechless upon hearing these words.

I am still moved by Mr. Morita's philosophy, whereby he stood in the shoes of the British in order to understand their needs. A few days later, contract negotiations with Debenham came to a harmonious close. I will never forget the scene of the Grand Opening Celebration of the Bridgend Plant which included members of the top management of Debenham and Mr. Morita glowing with pride at this accomplishment.

Mr. Morita arrives at London's Heathrow Airport on business and is met by Mr. Namiki, at right (1972)

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Having a laugh with Mr. Ibuka (1961)

When Mr. Ibuka and I started working together at Shirokiya, the two of us talked about our dreams which amounted to wanting a car and building a factory with an elevator.
("Sony News" 1961)

◎Q&A

The biggest turning point in your life?

Meeting Mr. Ibuka.

The "Tape Research Association," while on retreat in Hakone

A discussion with employees, arranged by Internal Communications (1967)

A round table discussion with employees during an inspection tour of Sony's plants (at the Osaki plant in 1972)

◎Q&A

Your blood type?

Type O.

At a party commemorating the founding of the Research Center, Sony Corp. (1972)

56 ©Memorial Album

Former US Secretary of State Henry Kissinger is given a tour of Sony Headquarters (1980)

Mr. Morita being given a physical strength examination (1981)

With Maestro Herbert von Karajan at his home in St. Moritz, Switzerland (1982)

Mr. Morita strikes the drums and then strikes a pose at the "35 Fair" marking Sony's 35th anniversary (1981)

With President Ronald Reagan (at the US-Japan Wisemen's Group Meeting in 1983)

I don't feel much stress because I'm extremely optimistic. Although I'm busy, and have much to do, this doesn't result in feeling pressured. Rather, being presented with difficult problems makes me rise to the challenge.

("Sony News" 1973)

©Q&A

Your favorite color?

Navy blue.

58 ©Memorial Album

I am thinking about putting it in manga (comic book) form next time. Right now, manga are popular. Anything in comic book form sells these days. After all, they're easy to understand.

(A conversation between Mr. Morita and Mr. Ibuka for "Family" 1986. Arranged by the "Family" editorial staff)

Mr. Morita offers New Year's greetings dressed in traditional haori and hakama ("Family" 1986 New Year's Edition)

Mr. Morita, Mr. Ibuka and Mr. Ohga at a ceremony celebrating Mr. Ibuka's decoration by H.M. the Emperor of Japan with the Grand Cordon of the Order of the Rising Sun (1986)

A discussion between Mr. Morita and Mr. Ibuka commemorating Sony's 40th anniversary arranged by "Family" (1986)

A chat with Mr. Ibuka (1986)

Michael Jackson visits Sony Headquarters while in Japan on his world tour (1987)

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# A Tribute to the Memory of Mr. Morita

## The Japan Society, New York

Yoshiko Morita expressing her gratitude

On February 2, 2000, a tribute to the memory of Mr. Morita was held at the Japan Society, New York. The roughly 300 individuals in attendance were an indication of the breadth of his circle of friends and acquaintances in the United States.

At this gathering, a video collection of Mr. Morita's wide-ranging endeavors was presented. This was followed by speeches recalling Mr. Morita's lifetime achievements given by notable individuals from various spheres of influence who were close friends of Mr. Morita. These friends included: former Chase Manhattan Bank Chairman and head of the Rockefeller family, David Rockefeller; former Secretary of State, the Honorable Henry Kissinger; former publisher of the Washington Post, Katharine Graham; former Federal Reserve Board Chairman, the Honorable Paul Volcker; and violinist Isaac Stern.

From Sony Corporation, former Secretary of Commerce and serving as an Outside Director of Sony's Board, the Honorable Peter G. Peterson gave a speech followed by Sony President Nobuyuki Idei. Mr. Idei's speech touched upon especially memorable episodes. In 1982, Mr. Morita asked Mr. Idei if he would be interested in giving the personal computer business a try. When Mr. Idei replied that he had no such experience, Mr. Morita said, "You don't need any experience to start a venyure. Even if you fail, there's something to be gained." In addition, shortly before Mr. Morita's illness, at the Sony Corporation's General Manager's Meeting in November 1993, Mr. Morita said, "In order for Sony to continue to be a leader in the next century, we can't be arrogant, and instead we must think about what should be done to move forward. We can again learn from the US, which has brought together the world's most outstanding individuals and has a grasp of the latest technological trends." Mr. Idei emphasized that experiences gained from the personal computer venture undertaken at the time have proven valuable for today's VAIO business.

Responding to the sorrow of the many individuals expressing their regret at the loss of Mr. Morita, his wife, Yoshiko, brought this tribute to a close with her final words of gratitude. "Surrounded by friends of all ages and all countries around the world, Akio was truly happy."

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# Reflections on Akio Morita and the US-Japan Relationship

## Katharine Graham

Chairman of the Executive Committee, The Washington Post Company

I first met Akio at a dinner in Tokyo in 1973. Shortly thereafter, I wrote a note to Howard Simons, then managing editor of The Washington Post. “Howard,” I scribbled. “Morita is the head of Soni (spelled S-O-N-I, I’m embarrassed to say). He’s fascinating, able and tough. Worth a story.”

Akio, of course, went on to become the most visible and effective link, not only between Japanese and American business, but also between our two countries. Thinking back on his extraordinary life and dazzling achievements, I think there were three reasons Akio was able to play such a unique and important role. First, he was one of the very few Japanese business leaders of his time who made a concerted effort to understand this country—its people, culture, business practices, and political thought.

Unusual for a top Japanese executive, he came to America early in his career to manage the newly established Sony Corporation of America, arriving with Yoshiko and their children, speaking almost no English. But with his sharp intelligence and blunt style, he made himself at home, as did Yoshiko. He constantly probed deep beneath the surface to find out why we acted the way we acted, and thought the way we thought.

I received a number of “Akio grillings” over the years. He was eager to understand Washington—all the more to influence its policies. Akio wasn’t exactly reticent about advancing his views! And we spent hours discussing the differences between Japanese and American management—how we communicate, motivate and organize companies.

In this, as I probably don’t have to tell you, Akio was a forceful advocate for the Japanese point of view. His position became clear to me at that first dinner in 1973, when he posed the question: why didn’t we Americans learn from being clobbered by the Japanese now, as they had learned by being occupied?

He was equally interested in the differences between the older and younger generations in both our countries, and correctly foresaw the difficulties that would emerge as young people began to influence the culture and assume the reins of power.

I remember one long ride in Tokyo, where he discussed these subjects with great insight. But I confess I was just as impressed with the two telephones, the stereo radio and the TV set in his car.

That brings me to a second reason Akio was unique and effective. As successful and influential as he was in Japan, he was outside the mold of the typical Japanese business leader. From the early post-war years, he flew in the face of custom and tradition, establishing his own management style and way of doing business.

His experiences in the West also made him different—and suspect in his own country. He was often criticized in Japan for being “too American.” But, in fact, he was less “American” than international—a global leader well before that became a necessity for top corporate executives. Akio’s knowledge of the

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United States and the West—and his position slightly apart from the Japanese mainstream—enabled him to help each country better understand the other. It was an essential contribution given the sometimes tense nature of our alliance over the years.

Finally, I'd like to mention the personal qualities that made Akio successful, both as an international figure and as a business leader. At the top of the list would be courage: the willingness to take a different approach, try something new and risk failure, even on a grand scale. He also had enormous self-confidence of the best kind, that is confidence without arrogance. He was relentless, too—dogged in his pursuit of quality and competitive edge in business, and better relations between our two countries. As much as I admired and respected Akio as a leader, I especially treasured him as a friend. He was always teaching me something new—about the widest range of subjects.

He sent me records, tapes, then discs (Sony discs, of course) with music he thought I would like. He sent me a book about the fashion designer Issey Miyake, long before he became famous here. And Akio and Yoshiko graciously welcomed me into their home. How wonderful to have Yoshiko here with us to celebrate Akio. She has cared for him so long and lovingly. All of Akio's great spirit came to the fore during his illness, when he never lost his zest for life—his strength, courage and determination. I received a long letter from Akio describing his rehabilitation program and the changes being made to adjust to a new life. The sentence that particularly struck me was: "The landscaping has been re-done to match the sight from my wheelchair."

Akio was always looking ahead—without rose-colored glasses to be sure, but with confidence that the US and Japan could live in harmony and benefit from the best of both cultures. We all miss him, but his influence lives on in the enduring strength of the ties between our two countries.

## A Great Man, an Inspiring Leader and a Treasured Friend

### The Honorable Henry Kissinger

*US Secretary of State (former)*

Japan represents America's key relationship in the Pacific, and it is one of the most important we have in the world. But it cannot be said that communications between Americans and Japanese have always been easy. Americans are good at making decisions. Our Japanese interlocutors are concerned with the framework of decisions. When an American president says, "Yes," it means he will try to do something. But when a Japanese prime minister says, "Yes," it means that he has understood what he has been told. So the possibility for miscommunication on both sides is enormous. It was my good fortune that (for reasons not entirely clear to me) when Akio Morita decided I needed a permanent tutorial on Japan, he took it upon himself to become my professor. I don't really remember how, but he suddenly showed up in my life and

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quickly became an integral part of it.

Thus, I never visited Japan without first finding a little note from Akio and having a brief introductory visit by him. He saw to it that a group of young Japanese would be invited to his house for dinner for me to meet with, followed by a more senior group of young Japanese for breakfast. In this manner, I learned something of the distinctions between a country comprised of many ethnic groups that had never encountered supreme obstacles, and of an old society that had survived by patience, homogeneity and resilience.

Ours was, I must say, a rather one-sided relationship because I don't know what I did for Akio, who spoke English with no greater an accent than I do and who was familiar with the American themes. We visited each other's houses, and it was always moving for me to see Akio, a great patriot yet an individual who had learned that, in the current world, Japan had to excel by relating to other societies rather than by separating itself from them. He was a great friend of America but without modifying his identity. He was also the man who proved, with Sony, that every great idea and every great achievement are dreams before they become reality.

For some inscrutable reason, Akio seemed to think that I understood technology. Therefore, I was often exposed to briefings about the latest gadgets that Sony had developed. On one of my last encounters with Akio, we had dinner at his house and he was telling me about the applications of high definition television—to which I could hardly respond with immediate precision and knowledge. So he thought I should get a briefing. We looked over my schedule, which was full. He looked at the clock and, noticing it was about 10:30 at night, said, “Let’s do it now!” So we set off for his factory, which was not, I must tell you, right around the corner from his house. Upon finally arriving there around 11:30 pm, he had the whole Sony technical team assembled. For about an hour and a half he gave me an explanation of high definition television—which, on one level, was totally wasted on me. On another level, however, one had the strangest sense that here was a man dedicated to exploring the future, despite being already at the pinnacle of his achievements, a man who still felt that he had to continue to build and invent. Akio was such a man, an individual who led a full and inspiring life.

Personal relations between Japanese and Americans are often complicated. What Nancy and I saw in Akio was a great man, an inspiring leader but, above all, a treasured friend whose absence leaves a big hole in our lives.

Messages in Rememberance • 67

Reminiscences of Akio Morita

The Honorable Peter G. Peterson

Chairman, The Blackstone Group

Akio Morita was not only a unique citizen of Japan, but also a unique citizen of the world. Akio's life in putting a human face on the austere faceless image of "Japan Inc." in the West is legend. His name was generally better known in the West than that of any other Japanese citizen (including Japan's prime ministers).

It would be hard to imagine any other Japanese embracing American culture in the totally natural ways Akio did, whether appearing in the famed "Do you know me?" series of American Express commercials or embracing the pink-haired punk rock star Cyndi Lauper on the cover of the *New York Times Magazine*.

Akio did what was unthinkable for a Japanese executive in the 1960's: he moved with his wife Yoshiko and their children to New York in order to "immerse" himself in the American environment. He and Yoshiko plunged themselves into every aspect of American life from business to politics, media, the arts and the education of their kids. This seminal and valuable experience made him a genuine expert on American life, politics and economy.

He was a vigorous exponent of globalization and understood better than anyone that it was going to be a way of life. He envisioned a framework that could support globalization in the face of inevitable criticisms that was seen so recently at the Seattle WTO talks. Akio favored not just "globalization" in the abstract, but something he called "global localization." Under this formulation, multinational companies should strive to manufacture and create jobs in local markets, transfer technology and skills, defend the environment and otherwise contribute as good corporate citizens. Under his leadership, today Sony is exemplar in these areas.

Akio articulated visionary proposals for global economic and business harmonization. I encouraged him to share these views with the English speaking world. He did this in a major article for the *Atlantic Monthly* in June 1993. Almost alone among leading Japanese voices of that time, he recognized that Japan would have to deregulate and give up a lot in terms of more open access to its markets in order to be a credible participant in a new world economic order.

It's probably honest to say that many Americans do not really believe that Japanese have a great sense of humor, at least in the American sense of humor (if that is not an oxymoron). As in so many other things, Akio was the exception. Precisely because Akio was Japanese, two of his favorite phrases were "frankly speaking" and "however." But because Akio had an Americanized sense of humor, I could tease him about that. Yoshiko will remember my saying, "Now Akio, if you say 'frankly speaking' what am I to assume when you don't say 'frankly speaking'?"

In fact, Akio tended to speak frankly most of the time even when it rankled his American friends. The blunt lectures he gave to American business audiences in the 1980s on the erosion of quality in American manufacturing or on the problems with America's fixation on short-term financial results actually

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contributed to stimulating some of the great changes in American competitiveness that have taken place
since.

In the early 1970s, I had moved from the business world where I first encountered Akio to the political world, and was working in Richard Nixon's White House, first as the President's point man on international economic affairs and later as Secretary of Commerce. In these capacities, I saw Akio Morita in a new light.

As Henry Kissinger will recall, the US trade deficit with Japan had just begun to be statistically and certainly politically significant. As a result, I was involved in trying to persuade Japanese officialdom to liberalize trade, open markets and revalue the yen to a more credible value. Innumerable Japanese delegations came to see me in those days. From the head of Nippon Steel, which had emerged as one of the world's largest steel companies, and from many other Japanese CEOs, I heard the ritualized incantation about how Japan was a "humble island nation with no natural resources still suffering from the devastation of the war." This "poor" nation could not possibly make the changes Americans wanted. But Akio's perspective was far more sophisticated and included innovative solutions to the problem. When he said "however," I always learned a valuable nuance (And oh what a shame for all of us it was that his stroke came only days before he was to take the helm of Japan's most powerful business organization, the Keidanren).

Akio had an irrepressible energy. His quick walking gait was a metaphor for his persona. He took up skiing at 60 and scuba diving at 65. He was an avid tennis player and enjoyed golf immensely. I recall taking him, Yoshiko and their son to play at the Augusta National Golf Course (Incidentally, 18 holes a day was but a practice round for Akio). It was impressive to see that he and Yoshiko knew virtually every American CEO in the clubhouse. I mean he knew them personally and by name, and went up to chat with them as if it were the most natural thing in the world to be running into them.

Akio Morita was a visionary in all things. He was an inventor of world changing consumer products, of course, but he was also Japan's greatest ambassador-at-large. He could not only dream the big dreams; he could make them come true. The world of the 21st Century will miss him greatly, and so, certainly, will I.

## A Man of Rare Qualities and Remarkable Vision

### David Rockefeller

Philanthropist and Former Chairman of the Chase Manhattan Bank

Yoshiko, we all feel honored to have you here with us today when many of Akio's friends want to pay respect to his memory and reflect on his remarkable life. I know of no Japanese who had more friends in this country or who understood us better.

When he suffered a stroke seven years ago, it was not only a blow to his family, friends and admirers; it

Messages in Rememberance | 69

was also a setback for Japanese-US relations because of the strong leadership that Akio had provided for so many years. During the intervening years, Yoshiko had nursed her dear husband with tenderness and love, which those of us who visited them in Hawaii will recall with deep emotion.

For me, the qualities which remain fixed most firmly in my mind about Akio are:

* That, untypically in Japan, he was a dedicated internationalist

* That he was a man of vision who understood, well ahead of his time, the role technology would play in our lives

* He was a genius at marketing which resulted in SONY being one of the best known brand names in the world

* Of equal importance, he was a warm and loyal friend

* But first and foremost, he was a devoted husband and father

Yoshiko, we are here to express to you our affection and never ending admiration for your wonderful husband, Akio.

## An Individual Who Truly Loved Music
### Isaac Stern

Violinist

I first met Akio, and almost immediately afterwards, met Yoshiko when Sony became part of the CBS classical recording operation. One of the things most striking for me as a performing artist was his personal dedication, knowledge and complete belief in the necessary and civilizing qualities of classical music. Together with his protégé and friend, Norio Ohga, the two led a golden age of support, understanding and enthusiasm for classical music. This has had a major effect on the emergence of Japan, a nation which has nurtured its young people in the practice, performance and study of classical music. As a result, these young people are now soloists and members of orchestras all over the world. This explosion of musical life in Japan is evident in Tokyo, where alone there are 10 symphony orchestras and about 16 concert halls.

Many of you know better than I that the quality of any major industrial organization mirrors in many ways the quality of the CEO, the interests of the CEO and the scope of the CEO's vision. Akio Morita fulfilled that role in so many wonderful ways. One of my earliest memories of visiting with the Moritas was when Akio proudly showed me the latest developed player piano. He insisted on having me hear how the rolls he had developed and the piano could accurately imitate the touch of the piano pieces recorded on these discs on wax 50, 60, 70 years before. He was so proudly happy.

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Another thing I remember was the development of a high-definition television. He showed me a performance of an opera in no more light than a performance permits, but you could see it clearly on the screen at night even in the back rows. How it came to be developed is an interesting story, one rooted as much in theory as in practice. As many of you know, the shuttle planes in Japan are 747s and seat fourteen across which creates a somewhat limited area of space for each person. To allow people to mentally escape, to have a feeling of outside, they have large screens. But how could you see screens in the daylight? So out of the necessity to see both the cameras showing the take off and landing and the views of mountains and scenes of the countryside below while flying in daylight came the major reason for developing high-definition television.

Practical, humanitarian, brilliant and persistent. Among the many things about Akio that I remember were fondness and enormous respect. I remember the mini van that he had outfitted because the travel in Tokyo, as you may well know, does not move swiftly and it can sometimes take an hour to go about ten blocks. So he had this mini van outfitted as a miniature office with a desk, four chairs, enough telephones and communications equipment, short-wave and otherwise. And he was never out of touch with what he had to do when away from a working area at any time of the day or night.

When we were talking in general, he loved to comment on international relationships. "So you know Americans don't always understand imagination. If I had been a CEO there, I wouldn't have lasted six months. But here, we brought up Sony."

Akio Morita has left a mark on the quality of life not only in Japan, but around the world. The faith that he had in music was the faith in its value to provide a civilizing factor to society. He and Norio Ohga adored music. They gave the artists on the Sony list a sense of dignity in working together that was quite wonderful.

The quality of life that so many young people in Japan enjoy is due to Akio Morita's understanding Japan's place in the world as an equal partner in society through the language of music. The music that he loved so deeply. And for that, not only Japan, but the world must be grateful.

## The Man who Challenged our Thinking
# The Honorable Paul Volcker

*Federal Reserve Board Chairman (former)*

I confess that, as I thought about this occasion, it struck me as a little odd that I have ended up here at all. I was obviously aware for a long time of the large role Akio Morita played on the international scene. But somehow, our paths didn't much cross. His perspective was far removed from my own, I don't think I have to tell you that technological innovation and venturesome spirit don't have much in common with

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central banking. Akio Morita's consuming passion was to stir things up—to change the way we do things. My God has been stability.

Nonetheless, our lives did intertwine when, for a few years, we overlapped as Chairmen of the Trilateral Commission. We were there in a cause common to a lot of people in this room—increasing understanding among America, Japan and Europe. What was unique was Akio. True to form, he was the innovator in our efforts, the man who challenged our thinking, the man who made the sparks fly when we talked about what to do.

As we met together, as we dined typically with Morita hospitality, as we even argued a bit, I quickly came to appreciate his lively spirit, the range of his imagination, and most of all his conviction that he could indeed change Japan and the world as well.

Truth be told, I thought some of his specific proposals were not only, in today's lingo, "out of the box," but "off the wall." To put that in perspective, when I first heard of it, I also thought the Walkman was, "off the wall," and the VCR, and the CD and other Morita brainstorms. All of which explains why he was a brilliant entrepreneur, and I still can't find my way onto the internet.

We'll never know, had his disabling stroke not occurred, what Akio might have achieved. By sheer force of logic and personality maybe he could have turned some of the ideas I doubted, like harmonizing working hours and executive compensation among the major economic powers, into reality.

We do know one thing for sure. He was right on target in insisting upon the importance of the private sector long before that simple proposition became so generally accepted as today. No doubt reflecting his own experience, he always emphasized the potential power of visionaries, men and women willing to step out from current affairs to seek reform and change. Almost ten years later, I am still struck by the force and relevance of the basic message Akio delivered, mainly to his compatriots, in one forum or another—including here at the Japan Society.

Listen to these words from his last Trilateral speech:

> "Japan still has yet to fully abandon its small-nation mindset, and continues to pay the price for this on the international stage. (Our) vision (of Japan) must recognize that the rebuilding of the nation is over and that now is the time for building global partnerships. We must communicate in a straightforward manner to both international and domestic audiences. And we must take a fresh look at even the most difficult issues...a public policy of change must be articulated."

In economic terms, the 1990's were a tough decade for Japan. But the Sony he nurtured—still imaginative, still at the technological leading edge, still so adept at understanding and anticipating consumer needs—provides a practical demonstration of the principles he preached. Under his leadership, Sony surely has been willing to take a fresh look at tough issues: it not only articulates a policy of change, it embraces it. In doing so, Sony has shown—Akio Morita has shown—to us all how Japanese skills and traditions can be brought to bear in building a prosperous and peaceful world.

More directly and personally, Akio Morita's exuberant humanity, his willingness to challenge the conventional, his sheer genius has enriched our lives. And I might add in this setting, on this occasion, that his life is a challenge to all of us. It is up to us to carry forward his effort if this global economy is also to be an effective society.

72 Messages in Rememberance

The Newly
Established
Morita Award

Norio Ohga Named
as First Recipient

At Sony's Management Conference 2000, held on May 19, the newly established "Morita Award" was announced. The Morita Award is presented to individuals who have made overwhelming contributions to Sony, resulting in a major impact for the company—carrying on Mr. Morita's spirit of pioneering innovation by proposing what others have not and realizing something the world has never known.

As the first recipient of the Morita Award, Mr. Ohga was chosen for enhancing the positions of both Sony's hardware and software through his development of the compact cassette, CD, MD and related media—all of which have become global standards. In addition, he contributed to Sony in countless ways by enhancing the value of the Sony brand.

The Sony logo standard

Fulfilling Mr. Morita's Expectations
in My Own Way

Norio Ohga
Chairman of the Board, Sony Corporation

Already almost half a century has passed since I first stepped foot in this business when Mr. Morita initially invited me (a trained musician) to join the company with his enticing phrase, "What about wearing two hats?" Thinking back, despite declining his invitation on several occasions, his continued eagerness to hire me was because he sensed I could fulfill a certain expectation. That expectation was the enhancement of the Sony brand. Receiving this award was a truly moving experience as it represents having fulfilled Mr. Morita's expectations in my own way. At the same time, I wish to express my gratitude to the numerous individuals for their cooperation.

Incidentally, as I declined the related monetary award, Mr. Idei and Sony staff members instead created the Sony logo "standard" in platinum for me. A "standard" signifies a benchmark by which everything else is measured. One of the most well known examples is the standard for the meter. The creation of the metric system during the French Revolution led to the initial creation of a platinum standard to represent the meter. Mr. Morita cherished the Sony brand above all else. I myself have continued to stress the importance of these four letters "S-O-N-Y" as our most valuable asset. I think it is a wonderful idea to have created this SONY standard as a symbol to represent these ideals. I am sure Mr. Morita is nodding in approval from his resting-place in Heaven.

The Newly Established Morita Award 73

## Morita's
# Essay

I like skiing! I like golf, but I like skiing even more. Skiing is unlike golf because there is no score, so there is no winning or losing. Yet the thrill is fulfilling. Once I start down the slope, there is no relaxing my senses even for an instant. If I lose concentration, I end up falling and sliding several meters. This is very frightening. But, I want to look like a pro skiing and that is why I always think to myself, "courage! courage!" while I ski.

Being a professional athlete is also becoming more and more difficult. No longer is simply being fast or strong simply enough. Athletes need some kind of appeal in addition to being "tough" or "good looking." Without something more than mere ability, athletes lose the support of their fans.

The same can be said of business. Actually, business is even more severe. First, there are always competitors and players who do not move first lose. Everyone must continually run at full speed. It is a race against time. For instance, money lost may be regained, but time lost is gone forever. What is even more difficult is the fact that simply putting all one's energy into increasing profits is not enough to achieve good results, just like being fast is not enough to be successful at sports.

Last autumn, I was very pleased by the results from the survey done by Landor Associates, a survey company that reported that "Sony is the most highly regarded company." This was not only the result of winning products and outstanding achievements, but also because people have a good feeling toward Sony as a company. Sony achieved its current position due to the ceaseless efforts of Sony employees around the world and their families—those who comprise our Sony Family. It is to these individuals that I wish to offer my deepest appreciation.

However, I have one related concern. Since Sony is so highly regarded, it makes me wonder why Japan—a country that supplies the world with "advanced" products—is the object of continued bashing. This is something we should think about. If Sony is highly regarded, it would make sense for people to have a sense of trust toward Japan. However, the reason this has not happened is because something is lacking that would give rise to a relationship built on trust.

What is necessary to build a relationship of trust? I have considered various perspectives, but keep coming back to "cooperation." One must get along and compete fairly with others. However, although talking about "fairness" or

"cooperation" is easy, carrying out these ideals is not easy. Getting along well with others requires patience. The international society of today is not forgiving. You cannot expect others to compromise if you are not willing to compromise yourself.

It is important to understand the other party's position and explain things in terms they understand. Without this, there can be no understanding and cooperation by the other party. For some reason, this sort of communication is not Japan's forte.

Now, Sony is seen as Japan's top player. Therefore, criticism against Japan becomes criticism against Sony and the reverse is also true. In realizing this, each and every member of the Sony Family must be aware that they bear an extremely vital mission and responsibility.

The Sony Family worldwide is comprised of people with different histories, traditions and customs—all working together under the Sony banner. Surely, they have ways of thinking and behaving which are inherently different from those of Japanese people. Asians, Europeans and Americans have told me that, "It is hard to work with Japanese." Strengthening the unity of Sony Family members is the first step toward cooperation.

Strengthening this unity may require the patience of Japanese members. Japan, which has become one of the major economic powers, must not forget that "modesty is a virtue." Sony requires each employee and family member reading this to undertake such efforts.

Maintaining our leading position while achieving a balance between competition and cooperation is difficult. This will be a major challenge for Sony's future. This will likely require new management strategies and models to meet the needs of each new era. Although I have confidence in Sony's technological innovation, there are still many things we must endeavor to achieve in terms of management reforms and sales innovations. Top management cannot meet these challenges alone no matter how hard we try. The cooperation of every Family member is needed.

My motto is "you can do anything if you try." In order to achieve real gains in terms of cooperation and competition, I would like to ask everyone to work together and see this through!

Essay © 75

# The Quotable
Mr. Morita

Mr. Morita often said that although human life comes to an end, Sony will live forever. It is my feeling that the spirit and passion which permeates every aspect of Sony, will live forever as part of the inherent fiber of this corporation. This can be found in Sony's venture spirit, insatiable curiosity, and a heart that easily expresses joy when so moved.

— Nobuyuki Idei (see page 95)

*Sony must move from
the domestic to the global stage.*

(Internal Weekly Report, March 16, 1960)

Upon visiting Philips in 1953, Mr. Morita was shocked to find that a company with such global influence could be born and based in Holland—a small country based on agriculture. Mr. Morita concluded that if Philips could do it, then even a company based in a country like Japan (with scarce capital and resources), could thrive with a global outlook and hard work. In February 1960, Mr. Morita established Sony America (SONAM). Subsequently, he has been concentrating corporate efforts on exports in striving to make Sony a global corporation.

*All around the world
people pronounce it the same.*

Now "Sony" has grown into a globally recognized brand. The reason Sony's corporate name was changed from "Tokyo Tsushin Kogyo" to "Sony" was to create a brand easily recognizable around the world. The ultimate reason the name "Sony" was chosen was because it is easy to remember and pronounced the same in almost every country in the world.

*A businessman who does not grab nor take advantage
of opportunities is not a true businessman.*

At the time, the establishment of SONAM was a major leap into the unknown. Sony was the first electronics manufacturing corporation in Japan to establish its own direct sales base abroad. Following the establishment of SONAM, many outside the company expressed doubts about its success since, unlike a trading company, its role was to sell only electronics products. In response, Mr. Morita encouraged employees by saying, "This is an incredible opportunity which will require enormous effort from now on, but that is no reason to let it slip by. Afterall, this is how our company achieved success so far."

76 © The Quotable Mr. Morita

Shouldn't serving over fifty countries be cause
for greater concern?

In a time when most in Japan considered it risky to be an export dependent company, Mr. Morita defiantly stated, "If everyone around the world acknowledges the Sony brand, there is nothing to fear whatsoever...the very fact that we serve a global market is what gives our financial base stability."

Resolve to maintain Sony
as a company different from all the rest.

(Internal Weekly Report, April 6, 1960)

At the entrance ceremony for new employees, Mr. Morita explained how from Sony's early years as Tokyo Tsushin Kogyo, the company's stance of pursuing original research, and the innovative products which this stance gave birth to, established the image of Sony as a company different from all the rest. He continued by emphasizing, "For you who are our new employees, it's your mission to bolster this image and become the foundation of an even stronger Sony." Mr. Morita further stated that no matter how minor the task, employees should always strive for uniqueness.

Create trends. Don't chase after them.

(Sony News, April 1960)

The tape recorder was one of the breakthrough products Sony created. Initially this product did not sell at all. However, by pioneering new inroads in promoting the product among educational institutions, he was gradually able to develop a new market and the product took off. Mr. Morita developed his marketing theory from these episodes as well as trial and error experiences.

We can make anything, even cars and airplanes.

(Sony News, April 1960)

In January 1958, three years after first using the "Sony" name, Tokyo Tsushin Kogyo (Totsuko) officially changed its name to "Sony." As it is unusual for a Japanese company to have a name written in English or Japanese phonetic script (katakana) as opposed to conventional Chinese characters (kanji), Totsuko's main bank, Mitsui, opposed the change. They claimed that since it had taken more than 10 years just to get the Totsuko name known in the industry, to change it now would be a mistake. However, Mr. Morita was adamant, "It will enable us to expand worldwide." Some suggested names like "Sony Electronic Industries" or "Sony Electric," but Mr. Morita was firm in not wanting to use a name with the word "electric" in it. "We must go with the name 'Sony.'" Already Sony had developed a host of unheard of firsts such as the tape recorder, the transistor radio and the transistor television. Who could predict what they would come out with next year or the year after that? Mr. Morita prophesized that it might not be electronic related at all.

What's all the fuss over?

(Internal Weekly Report, August 24, 1960)

Some 14 years after Sony's founding, its manufacturing facilities have become fully modernized— incomparable to the early days. It was then that Mr. Morita focused on what he viewed as a problem. "We've started to let down our guard and go soft." He continued in saying, "The media hype surrounding our company seems to have led to an exaggerated appraisal of Sony. If we mistakenly believe that our current stock price truly reflects our real corporate value then this is a serious problem. We should avoid this hype and instead make every effort to judge our true value objectively."

[1c]

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The Quotable Mr. Morita

What's important is the extent to which we're applying and utilizing what we've learned thus far, as well as considering how we can make future use of our current knowledge.

(Internal Weekly Report, May 13, 1965)

In marking the anniversary of Sony's founding, Mr. Morita reemphasized and elaborated his ideal of evaluation based on ability not academic record, "For Sony, the value of one's ability is not measured by what and where an individual has studied." He emphasized that throughout its history, Sony has maintained its spirit of valuing ability over academic pedigree.

There's nothing wrong with something expensive if it's worth the price.

(Sony News, addendum, April 1968)

Speaking before a group of new employees, Mr. Morita underlined the secret to Sony's success. "You can't be successful at business by simply doing what everyone else does."

The corporate world is unlike those carefree school days.

(Internal Weekly Report Addendum, April 1968)

Mr. Morita's "lectures" to the incoming group of employees at Sony's entrance ceremonies are always intense. The seriousness of his most recent message likely caught a number of new employees off guard when he said, "In school you can simply keep quiet and still graduate, but not so in a company. School is where you pay tuition fees, but the company pays you a salary. So, the company has the right to make demands above and beyond what you are paid."

It's not the manufacturer who determines whether a product is good. Ultimately, it's the consumer.

(Internal Weekly Report, October 17, 1968)

What determines valuable technology? What determines a good product? Mr. Morita had Corporate Communications run an article posing the question, "For Whom Do We Create Products?" Mr. Morita explained that for Sony, producing a product begins with putting oneself in the customer's shoes because, "No matter how advanced the technology used to create a product, the product will not generate value for the company if customers are not willing to purchase it. On the contrary, such a product will only result in major loss. The satisfaction engineers seek to fulfill and the satisfaction consumers seek to fulfill are two different things."

Employees can't feel passion for their work if they are simply performing tasks that they are assigned to perform.

(Internal Weekly Report, February 19, 1970)

Mr. Morita sent a very impassioned message to Sony Employees regarding assignments given by superiors, responsibilities and workplace communication. Mr. Morita emphasized that mutual trust based on good communication is the cornerstone of everyone's work at Sony. He stated, "A feeling of responsibility, not to mention corporate progress, cannot develop in an environment where communication and mutual trust between workers and superiors is lacking. I want

78 © The Quotable Mr. Morita

employees to be able to accept assignments from their superiors feeling completely free to ask questions to clarify anything that doesn't make sense. To unquestioningly accept orders that one hasn't completely understood or that don't make sense results in major losses for the company."

## The fate of a company and the fate of its employees are one and the same.

(Internal Weekly Report, April 9, 1970)

Mr. Morita has often used the image of a boat to illustrate his belief that the fate of Sony and its employees are inseparable. When a leak has sprung in the bottom of the boat, the hole must be quickly plugged or the boat will sink. Similarly, when Sony is in danger, if employees ignore such danger by rationalizing that it is outside their personal sphere of responsibility, Sony will sink. In Mr. Morita's own words, "With every company, there is the danger of sinking. Whether Sony sinks or grows into an even more impressive corporation depends on each and every Sony employee. Sony's future is the ultimate mission for each of us."

## Even one tiny screw out of place can damage our reputation.

(Internal Weekly Report, July 2, 1970)

During this period of economic slowdown in the US, exports of Sony color televisions have been doing exceptionally well. Even so, Mr. Morita emphasized that in order to make gains in the sizeable US market, it is important to manufacture products of the highest quality and offer them quickly and inexpensively." He also underlined the importance of quality improvement—relating how "Eliminating even the most minute on-the-job errors is the responsibility of manufacturing. Such successful elimination, in turn, is what supports our sales activities."

## We should refer to each other by personal names as opposed to corporate titles.

(Internal Weekly Report, August 19, 1971)

At a Sony Corporation General Managers' Meeting, Mr. Morita began by explaining his proposal that everyone stop referring to each other by their corporate title since titles are always changing. He suggested that everyone simply use a more familiar form of address—last name and "san" (i.e. Mr. or Ms. so-and-so). From this point on, everyone at Sony began to address each other this way and thus President Morita has become known simply as "Morita-san" and likewise Chairman Ibuka has become known as "Ibuka-san."

## Bear in mind that the mistakes of one can lead to corporate downfall.

(Internal Weekly Report, January 11, 1972)

Mr. Morita called for understanding and cooperation among Sony employees regarding current dangers that no matter how effective a corporate management structure appears, in this environment of volatile change, one mistake of our own can lead to a spiraling downfall. He alerted Sony employees by saying, "We don't want to be the cause of our own downfall."

LC

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The Quotable Mr. Morita

## Being in style is important.

(Internal Weekly Report, January 13, 1972)

In a round-table discussion with a group of employees, when Mr. Morita was asked the motive behind growing out his hair, he replied "Our company must always be a trend setter and I myself don't want to fall behind the times."

## Idleness leads to sickness.

(Internal Weekly Report, August 10, 1972)

In a round-table discussion with a group of employees, when Mr. Morita was asked how he maintains his health he replied, "I remain healthy by keeping busy."

> The most important goal is to have our people feel happy about their Sony ties.

(Internal Weekly Report, January 25, 1973)

To whom does the company belong? It does not simply belong to management nor to the stockholders. It belongs to numerous people such as Sony employees and their families, the employees and families of Sony affiliated and associated companies, our retailers, the customers who buy our products and the stockholders who expect great things from our future. Thanks to everyone's efforts, business is possible. From early on we implemented the seeds of corporate value creation and made this a central part of our business strategy.

## A new chapter in Sony's history.

(Internal Weekly Report, May 10, 1973)

Following the start of manufacturing at the San Diego facilities in 1972, by 1973 manufacturing at the Barcelona facilities in Spain and construction of the Bridgend facilities in Wales was underway. Export activities symbolized the start of Japan's overseas-related business which entered a new age with the advent of such overseas manufacturing endeavors. At the 27th anniversary of Sony's founding, Mr. Morita stated, "Traversing the path to becoming a multinational corporation is something which no other Japanese company has ever done and we have come to play a pioneering role. As always, Sony is a leading global operation going where no other Japanese company has gone before. However, in order to begin a new chapter in our history we cannot remain self-complacent. All Sony employees must hold on to their dreams and move forward."

## Sony is Japan's star athlete in the "Olympics" of business.

(Internal Weekly Report, May 9, 1974)

At the celebration marking the 28th anniversary since its founding, Mr. Morita reflected on how Sony has become a symbol of Japan's post war revival and a Japanese economic indicator as well as a company that garners worldwide attention. "It's like we're in a race wearing the Japanese flag. Sony bears the responsibility of this flag and the Japanese people."

## Assets alone are meaningless.

(Internal Weekly Report, May 16, 1974)

At the awards ceremony to commemorate new inventions and designs, Mr. Morita highlighted

80 © The Quotable Mr. Morita

the importance of patents for an electronics manufacturer like Sony to enhance its competitive strength in the global arena. Many Sony employees have been granted patents but "this is only meaningful when such assets are effectively utilized—leading to actual products and enhancing corporate strength."

We're entering an age
where simply being able to boast about
our advanced technology is no longer enough.

(Internal Weekly Report, May 12, 1976)

In his speech marking the 30th anniversary of Sony's founding, Mr. Morita underlined the importance of appealing to customer's tastes by integrating advanced capabilities with refined design. He illustrated this with examples such as the "sky sensor" radio which was a hit product in the 1970s.

We still have a long way to go
in turning our technology into viable business.

(Internal Weekly Report, January 13, 1977)

In facing an uncertain economy and heightened competition, our most important challenge is how to most effectively turn our technology into viable business. At the announcement of Sony's business strategy, Mr. Morita called for Sony to undertake timely efforts in utilizing technology to create exciting products. "Sony has the kind of technologies which can lead to hit products. This includes those technologies that haven't been featured in Sony's periodic R&D meetings and other venues. But we must strive to effectively adapt these technologies as we still have a long way to go in bridging the gap that exists between technology and marketable products."

True specialists know their competitors'
strengths, what they're thinking,
where their own industry is headed and whether it is moving forward.

Mr. Morita cautioned, "Let's not become ivory tower experts." He indicated that according to business trends, Sony in reality has been surpassed by the latecomers and that they are widening the gap. Mr. Morita made an appeal, "Haven't we become overconfident behind the comfortable shield of being called a 'specialist'?"

While I do believe having our headquarters at the center of satellite
businesses is an effective structure, that doesn't mean I've
lost sight of our core business.

(Internal Weekly Report, May 10, 1979)

Mr. Morita made this comment during Sony's 33rd Anniversary which was held soon after Sony Creative Products had made the announcement that it would be entering the cosmetics market. Mr. Morita emphasized that, "Electronics remains Sony's core business," and it will be further strengthened if reinforced by surrounding affiliated businesses. Furthermore, he stated, "Any business interest which shows growth potential that can be spurred by applying our technological, marketing or management expertise is an interest that we should be involved in."

[2]

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The Quotable Mr. Morita

It's impossible to standardize creativity.

(Internal Weekly Report, May 8, 1980)

At the International Operating Committee Conference—a venue gathering together top management from Sony operations around the world to discuss the future of marketing strategy in the 80s, Mr. Morita made the following statement. “Recently, our operations have become systematically structured and this will lead to losses in business creativity.” He emphasized that technological advances lead to entirely new products and therefore Sony needs creative marketing ideas free from structures that inhibit such innovation.

It's a constant joy being involved in the electronics industry.

(Sony Times, April 15, 1981)

Mr. Morita conveyed his wish to have everyone feel that spending their lives and working at Sony is worthwhile. He made this statement to the incoming class of new employees as he spoke on the future of the industry. "All other industries pale in comparison to the potential for technological revolution existing in the electronics industry. At the same time, there is no other industry where competition is as severe."

Sony is often called a "tech company"
- a one-sided view.

(Sony Times, April 15, 1981)

Mr. Morita explained that a company is not built on technology alone. He mentioned that Sony's combined strengths allow the company to effectively utilize technology and that this is the means by which Sony has developed into a global business. He stated, "On the one hand we possess advanced R&D capabilities while also possessing state of the art manufacturing knowledge, the kind of advertising know-how which results in our products spreading around the world, and the kind of sales ability which results in our products being purchased in every corner of the globe. That's Sony."

We are born with a life
but a company must be granted its life.

(Sony Times, May 15, 1981)

In marking Sony's 35th anniversary, a collection of new products and technologies was recently on display. Walking around the display, Mr. Morita came away with a renewed sense of Sony's rapid expansion. He reflected that, "Sony must continue to shine on through its 40th and 50th anniversaries. It's our responsibility as the current generation of Sony employees to insure that Sony isn't managed by improper methodologies and doesn't travel down the wrong path."

I personally don't believe
Sony has created a legend.

(Family, October 1981)

The sudden growth of Sony which has come to symbolize Japan's post-war revitalization is now glorified by the phrase "the Sony legend." However, Mr. Morita believes that an even brighter future lies ahead for Sony. "If Sony does give rise to a legend, it's much more likely that our future (not our past) technology will be its seed. I think we're standing at the dawn of that age."

[L]

82 © The Quotable Mr. Morita

Some may take this the wrong way, but I need 'impertinent employees.'
Sony is the kind of corporation that doesn't seek to change the
personality of impertinent types. This is a company where individuals
who challenge others to the point of making them upset can carry out
great work. The desire of these individuals to challenge everything and
everyone is at the heart of Sony's motivation.

(First appearing in the recruiting pamphlet "Sony the Chance" created for recent university graduates and later appearing in "Family," October 1981)

Behind every unique product is a group of individuals who possess a unique spirit of challenge. This pamphlet serves to give students an understanding of the type of human resources Sony is seeking.

*In business, there are no trophies for effort.*

(Sony Times, July 15, 1982)

Mr. Morita's speech before a class of new employees emphasized the hardships of business.
"In business, if your efforts don't bear fruit, don't expect to be rewarded."

*Learning from others is important.*

(Sony Times, July 15, 1984)

Mr. Morita explained that although Sony's motto has always been to "do something different,"
meeting the changes of today's world requires the flexibility to learn from others. In his own
words, "Take the knowledge you've gained from others, internalize it and utilize it."

*This Victory is Due to the Grassroots Efforts
Supported by American Consumers.*

(Family, March 1984)

The "Betamax Case," a major lawsuit lasting eight years began in November 1976. This case was to determine whether it was an act of copyright infringement for consumers to tape television programs. Sony initiated a grassroots campaign led by Mr. Morita targeting congressional leaders and the general public under the banner "time-shift." This was a phrase Mr. Morita had coined to describe the concept of recording programs for later viewing and it became the central theme behind Sony's defense. Mr. Morita himself spent a great deal of energy and personal time traveling throughout the US to explain the issue. In January 1984, the US Supreme Court ruled in favor of Sony. Had the ruling gone the other way, the VCR would never have become the household item it is today.

*Occasionally within Sony there is this feeling that we need change simply for its own sake and therefore we sometimes end up creating something with a brake placed where the accelerator goes and vice versa. Even creativity has basic rules. More effort needs to go into thinking.*

(Family, May 1986)

Mr. Morita offered some candid advice in noting that there are two Japanese words with the pronunciation "soui." One *soui* means "consensus" and consensus does not lead to progress nor innovation. The other *soui* means "creativity" but this is often misunderstood. "Just doing something unusual is not the same as doing something creative."

[Lc]

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The Quotable Mr. Morita

## Globally Local.

(Sony Times May 17, 1988)

At the General Managers' Meeting, Mr. Morita stated, "We do not aim to just serve the world, we aim to be unique and loved in every corner of the globe." In 1988, Mr. Morita coined the term "global localization." While spreading a unified technology and philosophy around the world, he has continued to emphasize the need for locally based operations. (see page 18)

> A bitter pill is hard to swallow, but we all must make sacrifices.

(Sony Times, November 1, 1988)

Mr. Morita gave a speech addressing top executives of Japan-based US companies and US-Japanese joint ventures at a luncheon sponsored by the Japan office of the American Electronics Association. He stated, "For the US and Japan to become better partners and for global economic growth," we all must make sacrifices as "industry moves forward with full force" while we work to solve economic and unfair trade issues.

### The finest tribute that could ever be paid to Mr. Ibuka's persistency.

(Sony Times, November 8, 1988)

The above words were offered by Mr. Morita in marking the 20th anniversary of Trinitron. Mr. Morita stated that the successful development of the Trinitron was a result of Mr. Ibuka's "persistency." In his speech, he also mentioned that as Sony has increased in size, such R&D "persistency" is gradually disappearing, and that "being persistent like Mr. Ibuka" leads to large-scale advancement for Sony. And this pays tribute to Mr. Ibuka's persistency.

### Building an Industry Requires Three Types of Creativity.

(Sony Times June 6, 1989)

In responding to overseas criticisms that the Japanese just copy inventions from the West, Mr. Morita argued that industries are not built on mere inventions. During the General Managers' Meeting, he emphasized that possessing three types of creativity can lead to corporate strength. (see page 102)

> New discoveries and inventions are important, but what the Walkman proved is that if you have the know-how to create a new product from already existing technology, you can build an entire industry.

(Family, July 1989)

Mr. Morita provided these comments for the commemorative publication prepared by Internal Communications marking the 10th anniversary of the Walkman. Mr. Morita often reminds others that the reason the Walkman became a hit was due to the power of effective product planning.

84 The Quotable Mr. Morita

*The difference between those politicians and me is that my
"home district" is the global marketplace.*

*(Sony Times, August 15, 1989)*

Speaking candidly to overseas politicians, Mr. Morita said, "Every politician ultimately just serves their home district because that's the most effective vote gaining strategy. In business I face my own 'election campaign' because I can't win without the people's support. However, there's only one way that I can win support from people all over the world and that is to offer the best products while running an honest business."

*This is a challenge we must overcome to achieve our goals.*

*(Sony Times, October 11, 1989)*

Mr. Morita made this comment at the press conference where Sony announced its acquisition of Columbia Pictures. At the time, Japan bashing sentiment in the US was one factor in this acquisition being viewed as "the buy-out of the American soul" and thus becoming the object of criticism. Mr. Morita expressed his opinion that although Japanese are viewed as foreigners, by proving they are trustworthy partners, European and American sentiment towards Japan is certain to change.

*A time to reflect.*

*(Sony Times, July 10, 1990)*

At the "International Top Meeting" which brought together Sony's top management with top executives from overseas sales companies, Mr. Morita explained the importance of reflecting on the way Sony carries out business. Touching upon the fact that by acquiring record and pictures companies Sony has become even more renowned, he indicated needs for reconsidering current strategies by stating, "In light of Sony becoming even more renowned, we must consider whether the advertising, publicity, marketing and service strategies we've utilized thus far are still appropriate."

*Corporations must also uphold their honor and virtue.*

*(Sony Times, July 10, 1990)*

In April of 1988, Mr. Morita became Chairman of The Council for Better Investment in the US, an entity established with the cooperation of the Keidanren (Japan Federation of Economic Organizations). Mr. Morita emphasized Sony's efforts to eliminate misunderstanding regarding Japan and Japanese who tend to be seen as different. He mentioned that Sony has also undertaken activities to promote better relations between itself and local communities abroad. "Just as people strive to be honorable and virtuous, we should strive to ensure Sony remains a company loved and respected by all."

*Simply having good fiscal results is not enough.*

*(Sony Times, January 8, 1991)*

As a Japanese corporation with local operations around the world, "Every corporation must carry out corporate responsibilities just as a local corporation would." During the early 90's as issues of Japanese companies and corporate responsibility are coming to the forefront, every chance he has, Mr. Morita strives to promote a better understanding of good corporate citizenship among Japanese corporations.

The Quotable Mr. Morita © 85

The Quotable Mr. Morita

This Tax is Bad Business for
Both our Countries.

(The 50th Anniversary Edition of Genryu)

Mr. Morita was not simply seeking to create a more favorable environment for Sony alone, he firmly believed the Unitary Tax was a major obstacle to the development of businesses and improved economic relations for both the US and Japan. This tax was adopted by 14 US states. Under this system, tax was levied not only on the returns of an individual company inside the particular tax district, but on the returns of all its related companies as well (regardless of their location). Through his Keidanren and grassroots related efforts, Mr. Morita appealed to the US to rescind the tax. In light of these efforts, in 1991, Alaska became the final state to rescind the Unitary Tax, representing complete abolishment nationwide.

Let's think positive!

(Sony Times January 8, 1991)

Cheerfulness is contagious. No job is impossible if carried out with a positive attitude. With
cheerfulness as the key, your personal and corporate life becomes more enjoyable. With his
motto of "think positive," Mr. Morita explained how especially during difficult times like this,
ringing in the new year with a positive message is the key.

The luckiest experience of my life
is having met Mr. Ibuka.

(Sony Times, May 14, 1991)

Mr. Morita made the above comment at the celebration to commemorate having been bestowed the Grand Cordon of the Order of the Sacred Treasure. He continued in saying, "Neither of us made self-centered demands. The reason we were able to combine our efforts and realize Mr. Ibuka's dreams was entirely because of the kind of individual he is." During World War II, the fated meeting of these two individuals led to the birth of a company which developed into the global corporation known as Sony. With "Ibuka the inventor" and "Morita the manager," the two began their three-legged race.

Whether it be a marathon or any other race,
the moment you look around at the competition is
the moment you lose speed.

(Sony Times, January 7, 1992)

Expressing concern about where the competition is headed is either a sign of not being involved in something that you truly have confidence in or a sign that you do not have much confidence in what you have produced.

Learning is a lifelong endeavor.

(Sony Times, May 7, 1992)

In a Corporate Communications feature commemorating the anniversary of Sony, when staff members commented on Mr. Morita's diverse range of interests, he replied, "Our knowledge is so limited. I truly want to broaden my mind and learn so much more." This statement reflects how Mr. Morita's life is characterized by his insatiable curiosity and his challenge-seeking spirit.

86 The Quotable Mr. Morita

## Conforming to international standards.

(Sony Times, June 2, 1992)

At Sony Corporation's General Managers' Meeting, Mr. Morita touched upon an article appearing in the February issue of *The Bungeishunju*. It was entitled "Japanese Style Management is in Danger of Becoming Obsolete!" In reflecting upon the article, he emphasized that, "In carrying out business activities, we need to be conscious of where we need to conform to international standards and where we need to be competitive. Wages, dividends and contributions made to local communities are examples of costs that should be based on universal standards. Just like in an Olympic sports environment where everyone competes under standardized rules, whether one wins or loses nobody can complain of unfairness."

## I may cause a bit of a sensation, but I want you to stand by me.

(Sony Times, January 5, 1993)

In a New Year's interview arranged by Corporate Communications, employees asked Mr. Morita about his aspirations for the new year. As Mr. Morita has always been candid whether speaking about Japan or the rest of the world, he is constantly the focus of international attention. "It's my job to serve as a bridge between Japan and the rest of the world and Sony will be there to stand by me."

## Competition does not mean price cuts but rather increasing product attractiveness.

(Sony Times, January 28, 1993)

In the Japanese economic environment where it is difficult to enjoy any benefits from a strong yen, planning business strategy is difficult. Here, Mr. Morita noted that the company must first improve its ability to compete. "Currently the values by which consumers express their preferences are changing. Yet, there are also signs that manufacturers are not responding with sufficient sensitivity to pursue such changes."

## In competition, speed is everything.

(Sony Times, April 13, 1993)

At Sony Corporation's General Managers' Meeting Mr. Morita said, "Nowadays, as our technology has progressed and our company has grown, it would seem reasonable to think that Sony is fast moving, but this is not necessarily so. Looking back, there are numerous examples of high quality products we've successfully sold at top price by offering the product faster than anyone else can. These times call for utilizing our knowledge and moving quickly. In doing so, we can achieve Sony's transformation."

## Just like a TV, our feelings can be tuned to a number of channels.

(Family, July 1993)

"No matter how hard we try to send a signal, if the person we are trying to send the signal to is not tuned to the same channel we are, they will not be able to understand what we are trying to convey." Mr. Morita's communication theory stresses that the key is quickly discovering which channel the person you want to communicate with is tuned to.

[L]

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The Quotable Mr. Morita

Sony's spirit of freedom and open-mindedness
can only be realized within the context of having
an awareness of one's responsibilities and
striving to carry out one's work to the fullest.

(Family, May 1993)

Mr. Morita touched upon the meaning of the words "spirit of freedom and open-mindedness" in the Founding Prospectus of Tokyo Tsushin Kogyo (which later became Sony), written by Mr. Ibuka. Mr. Morita explained that the "spirit of freedom and open-mindedness" means "a work environment where ideas can be freely exchanged and that this is the foundation for being able to 'challenge the unknown.' We need to maintain an environment where employees can feel free to offer suggestions for the improvement of other Sony departments. This is different from irresponsible criticism."

*Making the most of "knowledge" and 'speed' requires a flexible mind.*

(Family, November 1993)

Mr. Morita expressed his concerns in stating, "Our motto has been to demonstrate 'knowledge' while increasing 'speed' to surpass our competition in creating something worthwhile. However, we should consider to what extent we have succeeded in carrying out this motto in every sector. We have more than enough 'knowledge' which has led to an abundance of opinions and thus we have neglected to address the obvious. As a result, it seems we have lost 'speed.'" In order to effectively balance both aspects, "We must not lose sight of what is fundamental, but at the same time it's important that we eliminate bad habits and keep our minds flexible."

88 The Quotable Mr. Morita

LC

## Some 10,000 Attend Services Honoring Mr. Morita's Memory

Sony Group and Morita Company Ltd. held a joint memorial service on November 8, 1999 at the New Takanawa Prince Hotel in Tokyo to honor Sony Founder former Chairman and CEO Akio Morita. Sony Chairman Norio Ohga and Morita Corporation Chairman, Kazuaki Morita (Mr. Morita's brother) served as Chairmen of the Funeral Committee.

Conducted by Yoichiro Omachi, the Tokyo Philharmonic Orchestra performed Bach's "Aria" (Air for the G string) while Chief Mourner Hideo Morita (Mr. Morita's eldest son) solemnly installed the remains on the altar. The altar also displayed a ceremonial offering from H.M. the Emperor of Japan along with the certificate of the Third Grade, and regalia and certificate of the Grand Cordon of the Order of the Rising Sun, posthumously bestowed on Mr. Morita by H.M. the Emperor of Japan (see page 17).

This was followed by a performance of Schubert's "Ave Maria." Serving as Representative of Sony employees and Vice Chairman of the Funeral Committee, Sony's President Idei provided the opening message. Subsequently, all attendees stood to observe a moment of silence and pray for the repose of Mr. Morita's soul. Urasenke Grand Tea Master Sen Soshitsu performed a tea ceremony. Next, a video in memory of Mr. Morita's life was shown, commemorating his spirit and vision.

As Chairman of the Funeral Committee, Chairman Ohga paid his respects at the altar followed by Yotaro Kobayashi, Chairman of the Japan Association of Corporate Executives and Chairman of the Board of Directors, Fuji Xerox. Mr. Kobayashi remained a long-time friend of Mr. Morita as they worked together in Japan's economic sphere. Mr. Kobayashi was followed by Minoru Oda, President of Tokyo University of Information Sciences. Dr. Oda is an international expert on x-ray astronomy who is a recipient of the Order of Culture and studied with Mr. Morita at the Physics Department of Osaka Imperial University. Next, the Honorable Thomas S. Foley, US Ambassador to Japan and long-time friend of Mr. Morita, paid his respects as representative of Mr. Morita's friends (see pages 96-101).

After the Tokyo Philharmonic performed Mozart's Requiem, conducted by Mr. Ohga, the baton was handed to Mr. Omachi as soprano Satsuki Adachi sang the "Ave Maria" by Bach and Gounoud as a tribute to Mr. Morita.

Subsequently, several letters of condolence were read among the many received from around the world, including letters from Ambassador Mike Mansfield (former US Ambassador to Japan); French President Jacques Chirac; the Honorable Henry Kissinger (former Secretary of State) and David Rockefeller.

Mr. Idei offered closing remarks (see page 95). This was followed by the formal close of the ceremony provided by Hideo Morita, Representative of the Morita family who stated, "As time goes by, the greatness of my father is becoming even clearer and I am finding it very difficult in many ways to fill his shoes. We take pride in being part of his family and there is no doubt that he was a great man. But we also know that he could not have been so great without the support and understanding of Masaru Ibuka who together with my father, carried the Sony dream, as well as his many friends and colleagues from around the world. Our family extends our heartfelt appreciation for the many years of friendship and support."

Subsequently, the 1,600 members of the funeral committee passed in front of the altar to offer white carnations. Members of the Morita family and Sony management stood to receive the condolences of those who came to pay their last respects before these attendees departed the ceremonial hall.

The ceremony witnessed the gathering of numerous dignitaries such as former Japanese prime ministers Keizo Obuchi, Yasuhiro Nakasone and Kiichi Miyazawa, as well as Japanese economic leaders, ambassadors from numerous nations and many celebrity figures. In all, some 4,000 individuals attended the ceremony to pay their respects.

### Some 33,000 Sony Group Company and Sony Tech Center Employees Offer Flowers

From 3:30 in the afternoon, Sony employees began arriving at the ceremonial hall to offer flowers and pay their last respects. In all, these employees numbered some 5,900. Including funeral committee members, the total number who came to pay their respects numbered approximately 10,000 individuals.

Moreover, on the same day, each of the Sony Group Companies and Tech Centers throughout Japan held their own memorial services in remembrance of Mr. Morita with some 33,000 individuals in all offering flowers at their respective places of work.

92 © Joint Memorial Service

Numerous dignitaries, including leaders from Japan's economic and political spheres, as well as many celebrity figures attended the service.

Yasuhiro Nakasone
Former Prime Minister

Gaishi Hiraiwa
Former Keidanren
Chairman

Following the close of the service, a seemingly unending line of mourners offering white carnations formed. The line continued into the evening with many not able to pass in front of the altar before the hall closed at 7:00.

Hiroshi Okuda
Chairman of the Japan Federation of Employers' Associations / Chairman of the Board, Toyota Corp.

Yoichi Morishita
President, Matsushita Electric Industrial Co., Ltd.

On the same day, each of the Sony Group Companies and Tech Centers throughout Japan held their own memorial services with numerous individuals offering flowers (above, Atsugi Technology Center / below, Sendai Technology Center).

Hisaya Morishige
Actor

## Sony Employees Will Never Forget Your Spirit Nor Your Smile

*The Closing Remarks of Nobuyuki Idei, President of Sony Corporation*

As we approach the 21st Century, recognizing the pace at which technological change is taking place, we are all concerned at what the future may hold. Yet Sony shines brighter than ever. This is because Mr. Morita and Mr. Ibuka found strength in the Sony spirit that became the starting point for the founding of Sony. Mr. Morita, your history was Sony's history. You will always be our hero and your high-paced life was a truly wonderful one. You worked so hard in seeing Sony through so many changes. I sometimes wonder if the reason you never had a moment to relax was because the work of Sony kept you so busy. All of us as Sony employees will do our utmost to make sure that you may rest in peace as you watch over the changes Sony experiences in the 21st Century, knowing that your life was well lived. I hope you will continue to expect great things from Sony as you watch over us. Mr. Morita, we offer you our gratitude. We will never forget your spirit nor your smile. May you rest in peace.

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Joint Memorial Service ○ 95

Norio Ohga

Chairman of Sony Corporation

A mere two months away from the threshold of the new millennium and only one year away from the beginning of the 21st Century, it is truly unfortunate and it pains me greatly that Sony's Honorary Chairman, Mr. Morita, one of the greatest leaders who ever lived, could not be here to witness such events.

From first meeting Mr. Morita in 1951 and throughout the many years of working alongside him, he played such a major role in my life. I will never forget my university graduation day in 1953 when I was asked by Mr. Ibuka and Mr. Morita to become an employee of Sony. After officially entering Sony six years later as a General Manager, I gladly served at Mr. Morita's beck and call.

Naturally I cannot imagine Sony without Mr. Ibuka, but also without Mr. Morita. Sony would never have become the world-leading brand that it is today. Mr. Morita often talked about the type of managers who did not directly take hold of the reigns of management. During the period when such managers were the norm in Japan, Mr. Morita would not only come up with new ideas but would supervise them until completion.

From the 1960s, Mr. Morita struggled to get Sony's ADR listed on the New York Stock Exchange. He implemented consolidated accounting, and established the Sony Showroom on Fifth Avenue in New York

complete with a Japanese flag flying from the front of the building. All of these efforts led to the enhancement of the Sony brand. At the time, an advertisement created for Volkswagen by the DDB Agency was immensely popular in the US and Sony signed a contract with them. Timed to coincide with the opening of the Fifth Avenue showroom, DDB began ads for Sony's new 5-inch micro-TV. The strategy was a success and the TV was a hit.

I am also reminded of when Mr. Morita built the Sony Building in the Ginza district of Tokyo. At the time, for a company with only 2.7 billion yen in capital to invest 3 billion yen for the construction of a building in one of Tokyo's most popular districts that would only be used to show products and not sell them was considered unusual. Yet Mr. Morita had his own reasons for constructing this building. Moreover, he put his whole heart into seeing construction through to its completion.

In constructing this Tokyo showroom, there was the strong desire to implement a design similar to the Guggenheim Museum of Art in New York so that visitors could go to the top floor via an elevator then view the entire showroom while walking down a spiral passage. Due to limited space, it was decided that each floor should be divided into "petal-like" sections—each slightly lower than the next like a staircase. In 1966 the Sony Building was opened. It was always so uplifting to see the vitality of Mr. Morita. He was always taking the lead in proposing ideas and supervising them through to their completion as Sony's president and this greatly contributed to the enhancement of the Sony brand. The ability of the Sony brand to rank high in various brand image surveys around the world today is due to Mr. Morita's unending efforts to make countless dreams a reality.

Mr. Morita had a gift rarely seen among Japanese as a true internationalist in every sense of the word. Media around the world carried the news of Mr. Morita's death. The New York Times alone devoted a page and a half to his passing. It is certain that no Japanese individual before him has received such wide coverage and for some time to come another "Mr.

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LC

## Messages of Condolence

Morita" is unlikely to appear. In *Time* magazine's series on the most influential economic leaders of the 20th Century, the only individual from Asia who was listed was Mr. Morita.

He was an individual whose achievements were recognized around the world and who was respected by great leaders. I think this was because he possessed a Japanese heart while having the mind of an internationalist. From a very young age his father provided him with the best education needed to fulfil his role as the 15th generation of the Morita clan and this was significant. Also, his activities would not have been possible without the support and cooperation of Mrs. Morita. Mr. Morita raised three fine children. There is the saying that one arrow alone is easily snapped in two, but three bound together cannot be broken. I pray that the three of you will further strengthen your family bonds and I wish you a prosperous future.

His contributions to Japan's industrial development through international and other activities, were recognized by H.M. the Emperor of Japan who posthumously bestowed the Grand Cordon of the Order of the Rising Sun and related regalia and the Third Grade upon Mr. Morita. This is an honor for all of us at Sony to be proud of.

For almost half a century, the futures of Mr. Morita and Sony were intimately linked and I am very proud to have served alongside him. Mr. Morita would have been the perfect manager for the new millennium and the 21st Century. It is truly unfortunate that he will not be with us in this new age. For those of us who have inherited the dreams and spirit left by Mr. Ibuka and Mr. Morita, we are obliged to make Sony even better and shine even brighter in the 21st Century.

Mr. Morita, may you rest in peace.

### Representing Mr. Morita's Friends

Yotaro Kobayashi

Chairman of the Japan Association of Corporate Executives and Chairman of the Board of Directors, Fuji Xerox

Mr. Morita, I am indebted to you for your words of wisdom throughout the years. Looking back, it seems I first met you only a few years after beginning my career. I was introduced to you personally by my father one day some 40 years ago. Although I do not recall the exact place or time, as a young man I clearly recall your bright eyes and that trademark smile of yours as you greeted me with a friendly, "I'm Morita. Glad to meet you."

Suddenly 40 years have past. Sony, the company you and Mr. Ibuka founded together, went on to produce unique innovative technology and products such as the Trinitron TV and the Sony Walkman. The foresight and excellence of your management style symbolized by the Japanese book you authored entitled *Never Mind School Records*, led to "Japan's Sony" becoming "the world's Sony." You were responsible for bringing Japan and the rest of the world closer together. From this point you entrusted the care of the Sony legacy to Mr. Ohga and Mr. Idei. In this way you ensured that throughout the world the dreams and enjoyment of the young and the young at heart would continue to be fulfilled.

From an early age, you personally took the lead in internationalizing Japan. With your incomparable passion, decisiveness and ability to implement effectively coupled with your undeniable charming

Joint Memorial Service ○ 97

LQ

personality and smile, you served as a bridge between Japan and the rest of the world like no other has ever done before. You were asked to serve in numerous conferences such as the Japan-US Business Conference and Davos and serve as an outside director on the boards of countless corporations overseas while your wife Yoshiko provided endless support in all of these activities. Beginning some 20 years ago, I also began to serve in such international circles beside you. Occasionally my wife accompanied me and we enjoyed the company of you and Mrs. Morita. As time passed, I began to participate in more conferences under your advice and within the last ten years, I took on a select number of your conference responsibilities. Your wife also taught me so much and together we all shared so many enjoyable times together both in Japan and abroad.

Mr. Morita, you always showed an insatiable curiosity and desire for knowledge. You possessed a driven desire to create something better, more interesting and more useful. Your boundless energy was famous among those of us younger than you. This resulted in the lack of any generation gap among the young individuals you shared your warm heart and created happy memories with. Gathered here today are the countless individuals who enjoyed technology, business, sports and music together with you.

You loved Japan deeply and were a champion of its future. The *Jiyuken** which you presided over for so many years was just one example. You gave voice and a convincing presence in providing a sharp critique against unfounded criticisms of Japan. On the other hand, we are also all aware of your unending efforts and courage to correct closed self-complacent aspects of Japan which you were critical of. We learned so much from you on this point as well.

There were other legacies left by the world-renowned Japanese individual known as Mr. Morita. The “Morita School” continues to provide a venue for educating tomorrow’s leaders. As members, we continue to work together and share our wisdom. However, your departure has left a large gap and I have found it increasingly difficult to fill your shoes and

hope you will give me strength in this role.

Now I stand here before your portrait thinking how words cannot describe the way in which your wife and family members cared for you so devotedly in your final days. At the same time I think about how everyone at Sony and around the world prayed for your recovery and how unfortunate fate is. If you were here I am sure you would scold me for carrying on so, but I am truly saddened by how unfortunate your departure is. In closing, I would like to once again express my condolences to the Morita family and everyone at Sony.

Mr. Morita, I am truly grateful for everything. May you rest in peace.

98 ©Joint Memorial Service

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## Messages of Condolence

## Minoru Oda
President of Tokyo University of Information Sciences

Mr. Morita, I first learned of your departure while abroad. In the US and Europe your lifetime achievements in the business sphere were widely reported on radio, TV, newspapers and magazines. Oddly enough, however, the fact that you began as a physicist was rarely mentioned in these news reports.

Some 50 years ago, Osaka Imperial University was a Mecca for a number of young renowned professors who taught in the Physics Department's lively lecture halls. This is where I first met you as we both attended the same class of 25 students. You were already determined to study under Professor Tsunesaburo Asada. After having attended high school in Taiwan, I also was drawn to Osaka Imperial University as I desired to study under Professor Masashi Kikuchi. Our class worked hard and played hard and I have many memories of those days.

One of these memories concerns how school policy at Osaka Imperial University changed and we were finally allowed to wear new style caps. Towards the end of summer you threw your official school cap (shaped like a mortarboard) from the Tamino Bridge across the Dojima River and it flew just like a frisbee. You always surprised me in coming up with new novel ideas like this.

I once stayed overnight at your father's estate with

its broad fields. You played a phonograph record of a piece which I believe was composed by Richard Strauss to commemorate the year 2600. In those days you already possessed a deep appreciation of music.

From this time when we were both just starting our lives, I watched you from your beginnings as a physicist of rare qualities turn Tokyo Tsushin Kogyo into Sony which took you on to international activities. As you created new technologies and considered corporate management issues, it was clear to me that you continued to remain a physicist at heart.

In the early 1950s when you were living alone in New York and I was at MIT, I visited you and you traveled to Boston to visit me as well. I remember as if it were yesterday how you played with the then recently invented camera zoom lens and talked about your dreams for technology to change the future.

Years later, together with astronomers from Japan we visited the observatories on Mount Mauna Kea on the island of Hawaii where you expressed keen interest in the large telescope. Due to your efforts, a high-speed large memory computer system co-developed by Sony and Fujitsu was installed at the Hawaiian observatory.

July 11, 1991 marked the solar eclipse in Hawaii. You took an NHK TV high-vision video camera up to Mount Mauna Kea to film the solar eclipse. You predicted that the eclipse would create a shadow that would start at the ocean and sweep up the mountain. You hoped that from this mountain you would have a perfect angle to film the event. Professor Hiei of the observatory was quite surprised at your enthusiasm.

After you fell ill and were convalescing in Hawaii, I visited you. I along with the head of the observatory, Mr. Kohei, made an official report on the telescope named "Subaru" located at the Mount Mauna Kea observatories, as well as the VLBI Space Observatory Program being promoted by Japan and the related launch of the satellite named "HALCA." As you, your wife and I watched the related video that I brought along, I noticed a sparkle in your eye reaffirming my feelings that your mind was first and foremost a physicist and that is how you have always conceptualized things. The individual who understood

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