-Kyocera philosophy-the origin of life and management
0 1
Kyocera was just a small street factory at the beginning of its business, which can be described as a "three-no enterprise" without funds, credit and performance. The only resources are only a little technical strength and 28 trusted partners.
At that time, for the development of the company, everyone tried their best-entrepreneurs worked hard and lived up to the trust of employees; Employees trust each other and work together for the company Qi Xin. Nobody pursues selfish desires, and everyone has a high sense of identity with the company. Until today, I have always regarded maintaining this good atmosphere as an important policy of enterprise management.
People often say that "the human heart is like electricity, unpredictable and changeable", but in some cases, the human heart is so indestructible. The bond between people is the key factor for Kyocera to achieve such development.
02
The start-up capital of Kyocera Company is 3 million yen provided by the partners, and with the credit loan of10 million yen borrowed by the partners from the bank, the start-up capital of Kyocera Company totals13 million yen. By the financial reporting period of March 1998, Kyocera's total sales were about 700 billion yen, with about10.5 million domestic employees and about 20.110,000 overseas employees, totaling about 36,000. Counting the sales of 1.2 trillion yen of the Second Power Company (now KDDI Company), the total sales of the entire Kyocera Group reached 1.9 trillion yen.
But in the early days of starting a business, it was really helpless. I don't know anything about enterprise management myself, so I feel extremely uneasy every day-what should an enterprise take as its pillar? How should I work?
In the case of lack of funds and immature technical strength, my "life-saving straw" was "relying on people's hearts". In other words, the only way I could think of at that time was "let Qi Xin, the 28 employees in the company, and Qi Xin work together and struggle in unity".
03
If everyone is a strange strange bedfellows and is not satisfied, nothing can be done. In order to make the company grow and develop, only by making employees Qi Xin work together and trust each other can we build a cohesive and powerful collective. Once such a collective is formed, no matter what difficulties and hardships it encounters, it is bound to be fearless and cut through thorns.
Based on this consideration, I am determined to make Kyocera employees trust each other, be outspoken and contact each other like brothers, so I began to devote myself to employee education.