Masayoshi Son Quotes

I've got a lot of crazy plans.

I think 'crazy' is a compliment. I think you make money with people who are crazy.

In tech communities, we consider disruption the way to lead to innovation.

I always follow the same idea: Start small and disrupt to create something big.

To escape the curse of commoditization, a company has to be a game-changer, and that requires employees who are proactive, inventive and zealous.

One of the problems with posing a 'bold new plan' is that you can't just extrapolate from previous plans.

Moonshots live in that place between audacious projects and pure science fiction.

By definition, startups are not constrained by the limits of established company culture. And so they push boundaries and develop new technologies and ways of doing things.

If the idea is really new and unique and big, other people will all think it is bad and is going to fail.

Entrepreneurs always pitch their idea as 'the X of Y', so this is going to be 'the Microsoft of food.' And yet disruptive innovations usually don't have that character. Most of the time, if something seems like a good idea, it probably isn't.

To thrive, all businesses must focus on the art of self-disruption. Rather than wait for the competition to steal your business, every founder and employee needs to be willing to cannibalize their existing revenue streams in order to create new ones. All disruption starts with introspection.

I have some ideas for things nobody's done before, and some are ideas bigger than me that I might be able to pull off, maybe.

Instead of focusing the traditional planning cycles where companies benchmark their businesses against existing competition, teams need to be developed to foster internal change and disruption. Self-disruption is akin to undergoing major surgery, but you are the one holding the scalpel.

It's core to Amazon's culture that we want to innovate and think big, and it's great to be at a place like that.

An experimental idea doesn't have to be separated from a mainstream context. The really exciting thing is where those two things are together. That's where you can get real change.

Most innovation comes from outside your industry applied to your own

We've got to be entrepreneurial; we've got to be innovative, and we've got to figure out ways of getting things done that people might think are very unorthodox.

The advantage for Nintendo is that we always try to do things that other companies don't try to do. That is something that the general public appreciates.

Being a game changer to me means changing the way other people see things.

To really disrupt a big market, you have to look at the marketplace from a long-term perspective. You have to move very fast but knowing that disruptive solutions just take time to build.

Part of being the successful Pixar is that we will take risks on teams and ideas, and some of them won't work out. We only lose from this if we don't respond to the failures. If we respond, and we think it through and figure out how to move ahead, then we're learning from it. That's what Pixar is.

In a startup, there have to be challenges. Otherwise, someone else would have done it already. And that's almost the most exciting part.

The thing I learned from Travis Kalanick, Elon, and others is they don't spend their time thinking about competition. They think about what they're going to build next.

Disruption starts with committing to excellence and taking a stand for your customer.

You have to seed internal disruptors. You need sources of internal disruption. They don't guarantee your survival, but you have got to try.