Merry Christmas!!!
Merry Christmas everyone! Hope you all have an enjoyable holiday break.
Thursday, December 25, 2003
Thursday, December 04, 2003
Leadership Series from Work
Meet Ken Kutaragi
Ken Kutaragi, a.k.a. the Father of the Sony PlayStation, has the tenacity of an engineer in pursuit of a goal in which he believes, the commitment to use every possible means to overcome complications, and, the business acumen to foresee the use of technology in starting up new businesses that would be a new major income source of the company. Kutaragi was born the son of a tradesman. He knows working hard to earn money is a given. His background provided him a natural propensity of linking ideas to business.
As a young man during the mid-70s, Ken Kutaragi wanted to start his own business, but he realized that a man just out of college was unlikely to enjoy quick success as an entrepreneur. Therefore, he decided to be employed and thought of what he really likes to do and where he wanted to excel. He finally concluded to himself that he wanted excel in the fields of electronics and computers, saying, “If that were my work, everyday would be a delight. First, I will improve on the skills I enjoy working with and acquire as much knowledge as possible.” Kutaragi set his eyes on Sony. He was convinced that Sony was company that excelled in technology. For him, , it was the best place to pursue his intellectual interest and hone his engineering skills.
Kutaragi entered Sony in 1975. His first success story was changing all cassette-deck meters to digital bar graph meters. His endeavor was noticed and supported by Mr. Ibuka, co-founder of Sony. He thought of replacing the needle volume unit meter of audio cassettes with LED (light emitting diodes). The LED bar graph display was also used in video-player sound meters and others devices. Sony shipped 10 million units in total using the technology. Kutaragi’s early experience at Sony stimulated his interest in inventing. He was enthralled by the process of creating new technology, giving it shape, applying it to a product, and generating big business.
When Ken Kutaragi is asked to identify the secret behind the creation and development of the PlayStation, he declares:
“I wanted to prove that even regular company employees – no, especially regular company employees – could build a venture of this scale with superb technology, superb concept and super colleagues.”
Linking Ideas to Business - His Secret …. On Becoming a TRUE Leader
Ken Kutaragi’s vision of a 3D game machine was conceived when he came across System G in 1984. He had never before seen computer-generated images that moved freely and responding immediately to every command. (System G is a geometric engine for 3-D processing developed for broadcasting networks.) Being a digital engineer, Kutaragi was convinced that he could inject digital culture in Sony. He wanted Sony’s management and employees to understand the power of digital technology. Unfortunately, Sony was neither receptive to digital ideas nor venturing into the gaming business. Kutaragi never stopped convincing Sony but he also learned how to maneuver behind the scenes and master a distinctive set of survival skills which drove him to achieve victory against all odds in his quest to develop a powerful game machine.
Kutaragi envisioned the success of a 3-D game machine. He tested the business marketability of game machines with his son. He bought Famicom (family computer, a popular game machine in the 80s) and a Sony MSX. He saw his son choose Famicom over the Sony MSX. The MSX produces an 8-dot image while a Famicom could produce a single dot image. Kutaragi thought it would be more enjoyable to play computer games in 3D graphics.
Kutaragi’s goal line was set 10 years ahead. He predicated that by the mid-1990s, highly-advanced technology like System G could be incorporated into products commonly used by consumers and that children would be enthralled by the latest 3-D computer graphics games. In December 3, 1994, the PlayStation went on sale. Since its release, the PlayStation sold 70 million units worldwide.
Ken Kutaragi’s strength lay in the rare combination of research skill and business acumen. The PlayStation project he launched was a combination of both 3D computer graphics technology and a highly innovative business plan which reflected Kutaragi’s dual personality as a businessman and a researcher in digital technology.
USE FORESIGHT LITTLE by LITTLE...something to practice for everyday leadership
When asked how he goes about convincing high level managers, Kutaragi’s answer is this: “Under no circumstances do you mention the whole scenario. You take one step and create a situation where the second step can be seen. In so doing, you give evidence that you can see two steps ahead and instill confidence in management. But if you explain all ten steps from the beginning, they will wonder what in the world you are thinking and won’t believe that first thing you say.” He continues, “In order words, you reveal your foresight little by little in accordance with the other party’s ability to understand. The more revolutionary the topic, the greater is the potential for being misunderstood if you reveal too much in the beginning.”
Tamotsu Iba, Sony’s CFO, was one of the captured supporters of Kutaragi. According to Iba, “Kutaragi was always walking around promoting his seemingly preposterous vision. But Kutaragi’s words were persuasive enough to convince others to assume the risks involved and that it might just be achievable. He was very cocky and self-assertive. His strength lies in his ability to set ambitious goals. His goals were underpinned by extensive study based on accurate predictions of the state of development of semiconductor processes and the rules of architecture. That’s why he was persuasive."
How did Ken Kutaragi’s foresee the future? His words were simple, .”“I don’t like it when there is a gap in my knowledge. I don’t believe in anything I don’t understand. That’s why I always study.”
Meet Ken Kutaragi
Ken Kutaragi, a.k.a. the Father of the Sony PlayStation, has the tenacity of an engineer in pursuit of a goal in which he believes, the commitment to use every possible means to overcome complications, and, the business acumen to foresee the use of technology in starting up new businesses that would be a new major income source of the company. Kutaragi was born the son of a tradesman. He knows working hard to earn money is a given. His background provided him a natural propensity of linking ideas to business.
As a young man during the mid-70s, Ken Kutaragi wanted to start his own business, but he realized that a man just out of college was unlikely to enjoy quick success as an entrepreneur. Therefore, he decided to be employed and thought of what he really likes to do and where he wanted to excel. He finally concluded to himself that he wanted excel in the fields of electronics and computers, saying, “If that were my work, everyday would be a delight. First, I will improve on the skills I enjoy working with and acquire as much knowledge as possible.” Kutaragi set his eyes on Sony. He was convinced that Sony was company that excelled in technology. For him, , it was the best place to pursue his intellectual interest and hone his engineering skills.
Kutaragi entered Sony in 1975. His first success story was changing all cassette-deck meters to digital bar graph meters. His endeavor was noticed and supported by Mr. Ibuka, co-founder of Sony. He thought of replacing the needle volume unit meter of audio cassettes with LED (light emitting diodes). The LED bar graph display was also used in video-player sound meters and others devices. Sony shipped 10 million units in total using the technology. Kutaragi’s early experience at Sony stimulated his interest in inventing. He was enthralled by the process of creating new technology, giving it shape, applying it to a product, and generating big business.
When Ken Kutaragi is asked to identify the secret behind the creation and development of the PlayStation, he declares:
“I wanted to prove that even regular company employees – no, especially regular company employees – could build a venture of this scale with superb technology, superb concept and super colleagues.”
Linking Ideas to Business - His Secret …. On Becoming a TRUE Leader
Ken Kutaragi’s vision of a 3D game machine was conceived when he came across System G in 1984. He had never before seen computer-generated images that moved freely and responding immediately to every command. (System G is a geometric engine for 3-D processing developed for broadcasting networks.) Being a digital engineer, Kutaragi was convinced that he could inject digital culture in Sony. He wanted Sony’s management and employees to understand the power of digital technology. Unfortunately, Sony was neither receptive to digital ideas nor venturing into the gaming business. Kutaragi never stopped convincing Sony but he also learned how to maneuver behind the scenes and master a distinctive set of survival skills which drove him to achieve victory against all odds in his quest to develop a powerful game machine.
Kutaragi envisioned the success of a 3-D game machine. He tested the business marketability of game machines with his son. He bought Famicom (family computer, a popular game machine in the 80s) and a Sony MSX. He saw his son choose Famicom over the Sony MSX. The MSX produces an 8-dot image while a Famicom could produce a single dot image. Kutaragi thought it would be more enjoyable to play computer games in 3D graphics.
Kutaragi’s goal line was set 10 years ahead. He predicated that by the mid-1990s, highly-advanced technology like System G could be incorporated into products commonly used by consumers and that children would be enthralled by the latest 3-D computer graphics games. In December 3, 1994, the PlayStation went on sale. Since its release, the PlayStation sold 70 million units worldwide.
Ken Kutaragi’s strength lay in the rare combination of research skill and business acumen. The PlayStation project he launched was a combination of both 3D computer graphics technology and a highly innovative business plan which reflected Kutaragi’s dual personality as a businessman and a researcher in digital technology.
USE FORESIGHT LITTLE by LITTLE...something to practice for everyday leadership
When asked how he goes about convincing high level managers, Kutaragi’s answer is this: “Under no circumstances do you mention the whole scenario. You take one step and create a situation where the second step can be seen. In so doing, you give evidence that you can see two steps ahead and instill confidence in management. But if you explain all ten steps from the beginning, they will wonder what in the world you are thinking and won’t believe that first thing you say.” He continues, “In order words, you reveal your foresight little by little in accordance with the other party’s ability to understand. The more revolutionary the topic, the greater is the potential for being misunderstood if you reveal too much in the beginning.”
Tamotsu Iba, Sony’s CFO, was one of the captured supporters of Kutaragi. According to Iba, “Kutaragi was always walking around promoting his seemingly preposterous vision. But Kutaragi’s words were persuasive enough to convince others to assume the risks involved and that it might just be achievable. He was very cocky and self-assertive. His strength lies in his ability to set ambitious goals. His goals were underpinned by extensive study based on accurate predictions of the state of development of semiconductor processes and the rules of architecture. That’s why he was persuasive."
How did Ken Kutaragi’s foresee the future? His words were simple, .”“I don’t like it when there is a gap in my knowledge. I don’t believe in anything I don’t understand. That’s why I always study.”