Raising or razing the walls of tradition: people have the power to do both

Sony introduced the merchandiser system early on, and it yielded surprisingly good results. Not only did it ease conflicts between production and sales, it was also effective in leveling disparities among business departments in charge of different products. It helped that merchandisers in various departments gathered where I worked to share information. They were eager to share news about the latest devices or products. So instead of having to visit each business department, I could make announcements or provide guidance whenever the merchandisers were all together. Very convenient.

If I noticed that some designer was using a mechanical switch in a camcorder mock-up, I could mention that another department had expertise in electronic switches, for example. Some people say that as companies grow, everyone becomes more isolated and we don't know what's on each other's minds. Personally, I disagree. We had the means to prevent this in place during my time at Sony, and in general, it's just an issue for management to address.

When I was managing merchandisers at Sony, everyone was willing to hear other opinions. Even if we were from a different business department, we were never treated like laymen. I mean, I once asked if we could create a matchbox-sized videotape, and people responded by actually making the tape and a compatible camcorder, although it was never commercialized. It was exactly because this was our corporate culture that Sony could introduce the Walkman. Initially, some people opposed turning it into a product, which was perfectly understandable; there wasn't even a word to describe these players yet. But I think it's critical to have the kind of corporate culture that values divergent thinking—even crazy or apparently irrational thinking, sometimes.

The mission of Sony design: translating product identity directly into corporate identity

When I was at Sony, there were already design samples for almost all products imaginable. For fans, refrigerators, cars, and most other commodities, a design prototype had already been developed by some manufacturer overseas. The sole exception was consumer electronics. Sony pioneered transistor radios, CD players, and other products in this category. We therefore had nowhere to look for design clues. So, trying to find our way with no clear answers in sight, we concentrated as products gradually took shape and we created design prototypes. In this respect, Sony remains an innovative company, proud of this heritage and wiser for the experience. Although it's hard to express, I think that's linked to what makes Sony unique, to me.

I'd like to see Sony continue pursuing what makes Sony "like no other" through products that symbolize the Sony philosophy and approach to product development. The product identity that this fosters will surely translate directly into Sony's corporate identity.

Sony in the future

Looking ahead, I think Sony will need to take a more ecological approach to product development, unlike the 20th-century mass production, mass consumption model of my day. And don't misunderstand me, but I think consumers should be a little less foolish, too. Maybe it's human nature to want products that are more affordable, even if they're worse for the environment. That's why self-respecting manufacturers must not give them the chance. As Ibuka said, we must educate the market consumer. I know how difficult this is. But ultimately, taking the initiative will increase Sony corporate brand value, I'm sure. Sony excels at creating superb products that are compact, and this is essentially an eco-friendly practice because fewer resources are used. Although this may violate some goals of universal design, it seems acceptable as long as consumers are informed in promotional material. I also think this kind of honesty will be increasingly important.