Management that makes a difference in design

Our forum for executive approval of design mock-ups was the presentation of what we called "creative reports," on at least one product a month—as many as 15 during peak periods. I think these "creative reports" worked very well in promoting Sony's basic product development system, and they are still held to this day. These mock-ups enable frequent discussions between designers and engineers to work out the design details, as they consider what devices can be incorporated for a particular shape or what materials can be used for a desired finish. As for the engineers, they're probably more inspired with ideas and can imagine possibilities better by looking at an attractive mock-up than a flat sketch. Through this process, we overcame conflicting factors in design, engineering, and production and achieved consistent product development. This is one way to set the scene and manage product development. To put it differently, even if excellent designers make great strides working on their own, it may not ensure good design or foster a definite product identity.

Setting design free from the boundaries of particular fields or career specializations

What was Sony like in my day? Well, we innovated and improvised here and there to create an open forum for communication. One thing I tried was a "trio system." We formed development teams of three designers without regard for job title, experience, or other factors for bias. One individual designed, and the other two observed objectively and offered their opinions. The design that was refined through their effort was then further studied by a product group. And who would check the final proposal they came up with? Ordinarily, that would have been my role, but I told them to show it to the senior general manager first, who would have ultimate responsibility over it, and see about the potential of turning it into a product. If we didn't, the designers might try to run with their idea without considering it carefully enough.

These approaches to development—creative reports and the trio system—strengthened our ability to consider design from many angles, beyond the boundaries of particular technical fields or career specializations. They also helped create a corporate culture where people felt free to share opinions. Morita always liked to say that silence meant cowardice. The more we talk about things, the more likely we will expose any shortcomings. But it's cowardly not to speak out. He used to say that people surely have an opinion, so they should speak their mind without hiding anything. He even went as far as to say that a unanimous decision without comment is hardly unanimous. Free and lively discussion was one thing that distinguished Sony, and I simply took advantage of it to do what I felt we should do.

Looking at Sony's uniqueness

Looking back, I myself also enjoyed freedom in managing designers, thanks to the truly impressive directors at the time. Free and open-minded people led the way, as we saw in Akio Morita, the founder of Sony. It's amazing to realize how one's academic background meant little to him and how he established in-house recruitment systems. That was more than 40 years ago. It was Sony that took the initiative in introducing dedicated merchandisers to manage goods from production to sale. Back then, Japanese manufacturers held meetings between production and sales as a matter of course,

but these departments inevitably want different things. One side says, "Look at the great products we've created—get to work and sell them." The other replies "Make them more cheaply, and faster." That kind of interchange.

Instead, I proposed to Morita that if we left sales and production in the hands of capable people, our discussions could be more positive. That's when we recruited merchandisers in-house. We sought 10 people at the time and got 150 applicants. Morita praised this merchandiser system. He was so excited about it that he ended up spending an hour talking to just these 10 people. I knew no other manufacturer as motivated as Sony to make the most of their people.