On my business card, I am a corporate president. In my mind, I am a game developer. But in my heart, I am a gamer.
Satoru IwataRead
If we reduce the number of employees for better short-term financial results, employee morale will decrease. I sincerely doubt employees who fear that they may be laid off will be able to develop software titles that could impress people around the world.
Interpretation
Short-term financial gains can adversely affect employee morale and productivity.
Satoru Iwata highlights the negative impact that reducing employee numbers for immediate financial benefits can have on team morale and creativity. He emphasizes that a workforce living in fear of job loss cannot produce their best work, which is crucial for innovation and success in technology and software development.
In practice
In a corporate presentation discussing strategies for long-term success, this quote can be used to emphasize the importance of investing in team morale.
On my business card, I am a corporate president. In my mind, I am a game developer. But in my heart, I am a gamer.
If we don't take an approach that looks holistically at the form a video-game platform should take in the future, then we're not able to sustain Nintendo 10 years down the road.
I do not like to use the term 'Free-to-play.' I have come to realize that there is a degree of insincerity to consumers with this terminology, since so-called 'Free-to-play' should be referred to more accurately as 'Free-to-start.'
I always and strictly tell Nintendo employees never to use the term 'success' to describe our own performance.
Video games are meant to be just one thing: Fun! Fun for everyone.
I never think in terms of how we can compete against the other companies; rather, our primary focus is to make consumers feel the uniqueness and attractiveness of our products.
The era of using people as production tools is coming to an end. Participation is infinitely more complex to practice than conventional corporate unilateralism, just as democracy is much more cumbersome than dictatorship. But there will be few companies that can afford to ignore either of them.
We must be silent before we can listen. We must listen before we can learn. We must learn before we can prepare. We must prepare before we can serve. We must serve before we can lead.
The more I'm pushed in a position of leadership and I know I have to be the mouthpiece for so many other people who can't speak for themselves, the more confidence I'm gaining.
Think well before selecting your leader, and when you have selected him, follow him. But in case you find his policy detrimental to your interests, kick him out.
Listening can make the difference between a mediocre organization and a great one.
Although most executives pay lip service to the idea of hiring for cultural fit, few have the courage or discipline to make it the primary criteria for bringing someone into the company.
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