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Had this project gone through the conventional planning, approval, testing, and other development stages, it might never have seen the light of day. Sony might have just concentrated on developing a smaller version of the Densuke stereo tape recorder instead. However, Ohsone encouraged his staff to try their ideas before they had time to think about the difficulties that might arise. In this case, as Ohsone's team managed to materialize Ibuka's idea into a prototype, Ibuka and Morita provided the encouragement to turn this prototype into a product.
Once the Tape Recorder Operations Division had promised Morita that they would create a product before the beginning of the summer vacation, the team really set about the task. Thanks to Morita, the objectives of the project were made crystal clear. Although there initially was some feeling in the division that a record function should also be included, Morita focused specifically on a playback-only, small headphone stereo unit to be launched before the summer vacation, and he inspired the members of the project team with his vision and resolve.
Ohsone believed that if you think too much about a project before doing it, you could always find faults with it and too much discussion just creates delays. Ohsone, Shizuo Takashino, and other members of the development team worked through the night two or three times a week and they kept each other motivated by constantly cracking jokes or having a few beers after work.
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The cheerful and hardworking Ohsone (right). |
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In developing this unique and revolutionary product, Ohsone believed that the first model must be reliable. The shape and style of the product could be improved in subsequent models. However, if the first model received a reputation for breaking down easily, then it would put an end to the entire project. The main job of the development team was to establish the value of this new concept. Given the tight time schedule, Morita told the team not to worry about the external appearance of the first model. So, Ohsone decided to use the same mechanism as the Pressman, half a million of which had already been manufactured.
The technologies involved in making the novel product were not new, but merely assembled in a new way. What the team had to focus on was producing a reliable product, one that did not break.
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