I founded Kyocera in 1959. While continuing my work ever since, I have witnessed the ups and downs of many business managers. When launching a company, they prepare for all kinds of hardship, striving and struggling to turn their company into something great. However, when the company actually does become great, success triggers decline.

Why does this happen? Because turning inward to self-interest is part of our human nature. But once we acknowledge our innate propensity for this, people in positions of authority have a responsibility to practice moderation, to control their selfish desires, and thereby work to prevent success from tipping into decline.

Seiwajyuku Kanto Region Jyukucho Meeting (December 11, 2007) Summary