“Can You Make a Living with Ideals? — Why Philosophy Matters in Business”

This time, Inamori* spoke about the above motto in Kyocera philosophy.

What Inamori said is quoted with “”.

 

“When faced with an economic downturn, some may say that you cannot manage a business merely by preaching ideals.

Yet, ideals are essential—philosophy is essential.

We must live and lead with noble and lofty principles.

If we instead run our business based on convenience or self-interest—thinking and acting only as it suits us—then somewhere along the way, we will surely stumble.”

(Quoted from the Inamori Digital Library)

 

Inamori spoke these words in the context of layoffs during an economic recession.

Even in hard times, he insists that a clear and noble philosophy must guide management.

Why, then, is a guiding philosophy necessary even in times of crisis?

I believe there are three reasons:

 

 

 

In essence, when a company faces adversity, philosophy becomes the compass that points toward righteousness and humanity, ensuring that decisions are made not from fear, but from conscience.

 

I will now explain each point in greater depth.

 

１To prevent losing sight of purpose and meaning

   — so we never forget for whom the company exists.

Inamori’s Words

“Rather than firing everyone, it is better to make the painful decision of asking one hundred people to leave, in order to protect the remaining two hundred.

That is the justifiable decision.

It is not a matter of compromising our philosophy or bending it for convenience.

On the contrary, because I wished to uphold our guiding philosophy, I had to ask one hundred people to leave.

I made this decision out of the conviction that we must protect the remaining two hundred.

There is no contradiction in this philosophy.”

(Quoted from the Inamori Digital Library)

My Commentary

If a company can not survive, all of its employees will lose their jobs.

We now live in an age of labor shortages in Japan, but in the United States, even graduates from top universities—those who have mastered computer programming and advanced technologies—are losing their jobs due to the rapid spread of AI.

Sooner or later, this same wave will reach Japan.

When that time comes, it will be crucial not to lose sight of the central axis of management:

For whom does the company exist?

If that philosophical foundation remains firm, even painful decisions can be made with compassion, integrity, and purpose.

 

 

２ To preserve priorities within a greater goal

    — protecting the collective and the organization as a whole.

Inamori’s words:

“This is a poem about a man who, in the midst of a war between nations, let his friend die for the sake of his country’s victory.

To cherish a friend—to value friendship—is the ultimate ideal of humanity itself.

Yet, in his attempt to protect his nation, he failed to save his friend.

It shows that even before the noble cause of protecting one’s country, there lies a deeper human truth: the pain of not being able to help a friend.”

(Quoted from the Inamori Digital Library)

My Commentary

The phrase “One for all, and all for one”—one for the sake of all, and all for a single purpose—is often heard in rugby.

In the same way, if Japan as a nation were to perish, our families and loved ones could no longer survive.

Thus, protecting one’s country can be seen as a noble cause.

In recent years, this concept of a “greater cause” has expanded even further—to protecting the Earth itself.

After all, our very existence depends upon the survival of the planet.

Yet this raises profound questions:

What truly is a collective?

What defines a nation?

And how can we best protect our families?

What kinds of crises threaten each of these levels—nation, community, and family?

I believe it is vital that we continue to reflect on these questions—constantly examining the balance between personal compassion and collective duty, between the ideal of humanity and the righteousness of great causes.

 

３ To honor each individual’s strength to live

   — respecting the human spirit and individuality of every member.

Inamori’s Words

“It may seem contradictory.

Even so, I have no intention of changing my resolve to protect my employees.

Some may call me double-tongued, but I intend to sincerely apologize to my employees and ask for their forgiveness.

(That, I believe, is what a leader should say.)

If you uphold a truly noble philosophy, divine protection will surely follow, and you will overcome this recession.”

(Quoted from the Inamori Digital Library)

My Commentary

Those who, unfortunately, lose their jobs through restructuring may hold deep resentment or a sense of injustice toward the company or its management.

However, as mentioned earlier, such painful moments can sometimes awaken new abilities or hidden potential within a person.

Today, it has become common for employees to change jobs within three years of joining a company.

Some even begin preparing for their next move while still employed—by studying, earning certifications, or expanding their professional network.

While such behavior cannot be openly encouraged, there are often understandable reasons behind it.

From the employee’s perspective, the right to decide where and for whom to offer one’s labor can also be seen as a legitimate form of personal autonomy.

 

 

 

 

* Mr. Kazuo Inamori, the founder of Kyocera, KDDI (one of the top tele communication companies in Japan) and the top of revitalization project of JAL. As a well-known Japanese entrepreneur, he has been sharing his experiences and management know-how with managements of small to middle companies in Japan.

 

Further queries or doubts, please email to ytomizuka@abrilsjp.com

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