Kazuo inamori, 1932 was born in kagoshima and graduated from kagoshima university. At the age of 27, he founded Kyoto Ceramics Co., Ltd. (now Kyocera), and at the age of 52, he founded Second Telecom (formerly known as DDI, now known as KDDI, now the second largest communication company in Japan after NTT). In his lifetime, these two companies both entered the world's top 500, and both grew up with amazing strength.
Kazuo inamori attributed his success to his way of thinking: love is the torch to ignite his passion for work. No matter what job you do, as long as you go all out to do it, you will have a great sense of accomplishment and self-confidence, and you will have the enthusiasm to challenge the next goal. Successful people are often those who indulge in what they do.
Then why is the thinking mode of operators important? That's because the idea of the operator determines everything in the business. If the business operation is not smooth, it is neither the responsibility of the cadres nor the fault of the employees, but the wrong way of thinking of the operators, nothing else.
From kazuo inamori's works and speeches, we can verify them one by one!
Kyocera started from small and medium-sized enterprises and achieved rapid development. Before, some operators said, "Janelle Sing, your company is very big, but you still work day and night. Kyocera is an excellent enterprise, and you don't need to work so hard. "
The questioner already has some personal assets, and the company also has hundreds of millions of yen in profits every year. Maybe that's why he thinks "money can't be spent". "Isn't that enough?" "Is there any reason to work hard?" It is with that idea that the profit of that small company is just like that, and there is no improvement. If that person says, "No, I want to grow and develop the company", maybe the development of the company will be another scene. In my opinion, his way of thinking hindered the development of the company, but he didn't realize it himself. On the one hand, he said frankly "in order to improve the company's performance", on the other hand, he said "there is no need to work so hard. I want to be more relaxed. " This mentality and way of thinking will affect the company's performance.
In fact, the way of thinking of the operator determines the success or failure of the company. Because what operators think and think will be truthfully reflected in the performance of their own companies. Unfortunately, no one realizes this. Most people have the idea that what they consider cannot affect their own company.
Before talking about the ideas and ways of thinking that operators should have, I want to talk about the background of the birth of my business philosophy.
Began Kyocera at the age of 27. At that time, it was only a small company of 28 people, but there were many things that needed to be decided immediately. At that time, I had no in-depth business experience or business knowledge. There are no operators among relatives and friends, and no one is discussing.
At that time, I took "what is right as a person" as the benchmark of business judgment. Based on this criterion, I think hard about what specific ways and means of thinking should be adopted to carry out the daily operation and work of the company.
Through practice, in the process of constantly thinking about management and working attitude, I gradually formed the embryonic form of Kyocera enterprise philosophy-"Kyocera philosophy".
I have explained and published 78 management concepts in detail in the internal magazine of Shenghe Book. Today, according to the development stage of the enterprise, I will explain to you some philosophical thoughts that representative operators should have.
"Pay as much as anyone else's efforts."
First of all, operators should have the concept of "pay as much as you pay". Most people who do business will strive for the success of their own business. People without such psychological preparation are not suitable for operation and can't do it. The concept of "anyone pays as much as he works" is a prerequisite for becoming an operator.
When I founded Kyocera, I was afraid that if I didn't work hard, the company wouldn't run smoothly. I work hard because I am afraid. Looking back, there is absolutely nothing wrong. Now, I still believe that no matter what kind of depression or harsh environment, it is the minimum condition for operators to make more efforts than others.
If you ask someone, "Do you work hard?" Almost everyone will answer "yes". I don't think it makes sense to ask. Q: "Have you worked as hard as anyone?" "Is the working method you choose no worse than anyone else?" If you don't work harder and harder, the company and life will not be smooth.
Since I started my business at the age of 27, I have been very serious every day. It is also because of this philosophy that I accepted the post of President JAL when I was nearly 80 years old and devoted myself to the reconstruction of JAL for free.
It led to the growth and development of Kyocera and allowed Japan Airlines to rebuild. It is no exaggeration to say that there are no trade secrets except hard work.
Seek "steady management"
Once you succeed in starting a business, you must seek "steady operation" in order to make your career stable.
Many venture capitalists in the society, relying on their own talents, actively and boldly launched their careers and achieved temporary success. Soon, due to the desperate expansion route and the difficulty of capital turnover, enterprises were unstable or eliminated in the wave of economic reform. Although the number is small, some enterprises regard economic changes as a stage for further leap to improve their performance.
What is the difference between a disappearing enterprise and a surviving enterprise? I think it depends on whether we have a "prudent management" attitude.
The world often thinks that operators must be fearless and born with an iron fist, but it is not. Real operators should be cautious people. Prudent people exercise themselves by accumulating experience, improve their minds, and then grow into real operators.
Kyocera started its business in Showa for 34 years with a registered capital of 3 million yen and 28 employees. Up to now, its sales have reached the scale of10.5 trillion yen, and the number of employees worldwide is about 70,000.
In the meantime, I took over the company. In fact, when I started my business, I was very uneasy: am I cut out for business? Don't say you are not confident, or even doubt whether you are suitable for operation. Just because I happened to set up a company based on my technology, I will run this company.
"In any case, you can't let this company go bankrupt; Let the enterprise succeed anyway. "This was all my thoughts at that time. "
I am very worried about the company's future after the company went public in Zhengdong. Now that I am 84 years old, this idea has basically not changed.
Kyocera's business environment from its establishment to today is definitely not just "downwind". Due to the impact of Nixon, the transition of the floating exchange rate system of the Japanese yen, the sharp drop of orders caused by the oil crisis, the rapid appreciation of the Japanese yen caused by market agreements, the impact of fierce trade friction between Japan and rice in the semiconductor field, the long-term downturn after the collapse of the bubble economy, the IT bubble crisis and Lehman crisis in recent years, the company is facing various economic changes.
However, even after the continuous turmoil, Kyocera did not show a deficit in the annual settlement. Because of my personality, no matter how the economy changes, I have established a rock-solid business foundation.
"Boldness and carefulness coexist"
This does not mean that the operator should be a timid person. When forced to make important business judgments, he will only put timidity and cowardice first. As an operator, he can't play the role of controlling the fate of the company, can't control smart business, and must make bold decisions when necessary.
In this sense, I think operators should have the philosophy of "daring but cautious".
You can't always be bold, and you can't always be cautious. These two extremes must be combined. "Boldness" and "care" are intertwined.
Fitzgerald, an American writer, said, "A first-class talent is a person who has two extreme ways of thinking at the same time and makes them work normally." Where we are bold, we should be bold. When you are careful, you must be careful. Only by combining the two extremes and making them work normally can we guide the operators to have a stable career and make them develop and grow.
"Challenge new things"
Operators should not only have the philosophy of stabilizing the company through prudent and solid management, but also have the philosophy of marching into different fields, "challenging new things" and "often engaging in creative work"
The stability of enterprises is often the reason for losing the spirit of challenge. However, being content with the status quo means that you have begun to regress.
When the operators were afraid of change and lost the sense of challenge, the group began to embark on the road of recession. Therefore, whether the operators are satisfied with the status quo and whether they can make changes and innovations frequently will affect the fate of the group.
Operators should break their tendency to drift with the flow and create an atmosphere of constantly challenging new things no matter what difficulties they encounter. Anyway, don't be afraid of change, describe your ideal and take the lead in challenging yourself to achieve this goal.
"Believe in the infinite possibilities of human beings"
Challenge new things, and in order to realize it, the philosophy of "believing in the infinite possibilities of human beings" is also necessary. Believe in your ability, not stop at the present stage, but exercise from now on, and you will make unlimited progress.
Judging "can" and "can't" with your current ability, you can't do anything new. Even if it is impossible to achieve lofty goals at present, we must make up our minds to achieve them at some time in the future. In order to achieve this goal, we should constantly strive to improve our ability every day. In short, "ability depends on the future tense" is very important.
This is also the spirit that Kyocera attaches great importance to. Shortly after its establishment, Kyocera only produced U-tube, an insulator used for TV picture tubes. Because the production and operation of a single product is unstable, it is necessary to develop new products and diversify the cause. But at that time, Kyocera didn't have the necessary technology accumulation, and kept running in the market, listening to customers' needs and striving for orders.
But there are no customers who place orders for newly established small companies. The negotiated business has also been rejected by other customers, and it is technically impossible to manufacture or fail to reach the cost.
I said we can do it, accept orders, no equipment, no technology, no talents, but all employees work hard to manufacture products and complete delivery.
After such constant challenges, Kyocera has become a pioneer in this field. In the final analysis, it is because of the way of thinking that "ability depends on the future tense"
Think optimistically, plan pessimistically, and implement optimistically
In order not to let the challenge of new things that anyone thinks impossible fail, the way of promotion is very important. As an operator, I take the steps of "optimistic thinking, pessimistic planning and optimistic implementation" to promote the work in the field of innovation.
During the start-up, in order to meet the needs of customers, I often consider new topics in new product development and new market development. Once my ideas are basically formed, I will immediately convene company cadres to collect opinions from all sides.
There are people who can reach an agreement with eye contact, and there are people who are indifferent no matter how passionate I speak. I poured more enthusiasm and tried my best to explain until all the staff agreed with me. But suddenly, those cool-headed people said that my idea was not well thought out. Those people are excellent talents from famous schools.
For this new career with great possibility, I just expounded my ideas without detailed verification. When someone denies it, my enthusiasm goes out. In this way, a career that could have made a difference was strangled in its infancy. Such things happen from time to time.
Excellent people, because of their rich knowledge, will judge topics within the scope of existing common sense and often hold a negative attitude towards new things. So when I elaborate a new idea, I will tell it to those who can immediately follow my topic and want to practice it. Their feedback gave me the passion to elaborate, and my ideas will be extended to a career full of dreams.
I will challenge new things, and in order to achieve it, I think it is very important to keep a super optimistic attitude. In the conception stage, if you don't have dreams and hopes and don't believe that you can do it, you will lose the confidence to challenge.
However, working only by optimism is bound to be frustrated. In the specific planning stage, all conditions must be considered pessimistically. To this end, at this time, I will gather the cool and excellent people who opposed it before. I asked them to list all the negative factors and then look for solutions one by one. In this way, the plan will be examined more carefully, and then the possibility of realization will be improved.
After the plan is completed, the implementation stage will be given to those optimistic people to promote. Because when carrying out a new plan, you will often encounter unexpected obstacles. At this time, we must firmly believe that no matter what difficulties we encounter, we will be able to overcome them and devote ourselves to the promotion plan.
For example. The mobile communication service promoted by DDI is the current mobile phone service, which is a faithful practice of "optimistic assumption, pessimistic planning and happy implementation".
Shortly after the establishment of the company, there was an internal debate about the plan to start the car phone business (the predecessor of the mobile phone business). At that time, everyone thought it was bullshit.
At that time, the so-called car phone was to install a large signal transmitter and receiver in the trunk and a microphone in the car. The telephone bill is quite expensive. If you are not the leader of a big company, you will not enjoy this service.
When Kyocera introduced IC packaging chips to the whole world, everyone was convinced that "if the IC can be miniaturized, it will soon be possible to turn the large signal transmitter and receiver into small IC, which will be built into the microphone. So popular, the mobile phone era is coming. "
Breaking through the limitation of car phone business, at the DDI board meeting, everyone thought that the mobile phone era would definitely come and unanimously advocated joining the mobile phone business. However, there are many communication experts from NTT and post office among the members, not to mention that even NTT in the United States and Japan at that time could not guarantee the complete success of mobile communication, so most experts held a negative attitude towards this cause.
Only one person said, "no, as the president said, I think this business is very interesting." Although he may not fully understand the reason, he said, "I agree." I was very happy and said, "Thank you for your affirmation. Even if everyone objects, it doesn't matter. Let's do it together. " . The mobile communication service of DDI started after two people "optimistically imagined" and said "Let's do it together".
Leave planning to those who can think pessimistically and carefully.
In fact, when I decided to start the mobile communication business, I met with great obstacles. Following the DDI, Japan Road Engineering Corps and Toyota's Japanese high-speed communication industry have indicated that they will promote the mobile communication industry. As far as the frequency bands they can use are concerned, except NTT, only one company can coexist in the same region.
I propose to simply divide the Japanese archipelago into two parts, east and west, and draw lots to decide. However, the other side of the capital circle said that it would definitely win, and also stated that Zhongjingling (Nagoya area) was the headquarters and could not be ceded. On the other hand, the post office didn't agree to draw lots, so the negotiation ended without results.
If the conflict continues in this way, Japanese nationals will eventually be affected. I thought that if I took a step back, everything would be settled, so I gave up the coveted capital circle and Zhongjing to start a business in other fields and reached an agreement on this.
When reporting this matter at the company meeting of DDI, Mr Morita of Sony and Mr Oxtail of Oxtail Electric said in surprise, "That is to say, you gave the stuffing of the steamed stuffed bun to others and kept the skin of the steamed stuffed bun for yourself?" I replied: "There is a saying that you lose first and then win. Let's try our best to turn ordinary buns into shiny buns. "
I don't give such an answer with the idea of losing. Under these unfavorable conditions, when I reached an agreement with the other party, I basically had a simulated operation plan in my mind: setting up local area network mobile phone companies in Hokkaido, Tohoku, Hokuriku, China, Feng Jingen, Shikoku, Kyushu, Okinawa and other parts of the country with the long-distance telephone lines already opened as the center. In this way, from long-distance network to local area network, a national communication network independent of NTT will be built to compete with NTT.
According to this strategy, make plans as pessimistically as possible. Even if the stuffing of steamed stuffed buns-the golden zone and the capital circle of Zhongjing Mausoleum are handed over to others, a simulation exercise will be carefully conducted to observe whether this cause can be successful. Even if you plan with a pessimistic attitude, it is a premonition of the possibility of success in this cause that makes you so desperate.
After making plans pessimistically, we should return to optimism. "For the sake of Japanese nationals, we must succeed anyway. Our motives are perfect, and our selfishness is gone. As long as you try your best, you will get help from heaven. " It is very important to hold the simple and unfocused idea that you will succeed.
With this mission, the performance of eight au Okinawa telephone companies established outside the Capital Circle and Zhongjingling has steadily improved. At the same time, it has greatly overcome the adverse effects of geographical distribution, and gradually narrowed the gap with the metropolitan area and the IDO (Japan Mobile Communications Corporation) operated by China Economic and Trade Corporation. Even compared with NTT, the development trend is better than expected.
With the launch of KDDI and the merger of IDO, au Okinawa Group has developed into au and become the backbone of KDDI, with a turnover of nearly 4.5 trillion yen.
I think it is precisely because of adhering to the concept of "optimistic conception, pessimistic planning and optimistic implementation" that we finally succeeded.
Only by constantly challenging new things can enterprises develop. When making ideas, we should always be optimistic about the future tense, and when making plans, we should be completely pessimistic. In practice, we should return to optimism and move towards success. Entrepreneurship needs such a process, and it is the operators themselves who co-ordinate this process.
At the moment when the competition is fierce and enterprises are required to pursue originality, it is increasingly important for operators to "constantly challenge new things and succeed through practice".
? Qixinbao APP
? Company credit, check it if you want.