Japanese tend to put sales and market share first. They make many products with the aim of raising sales. But then profits decline, and companies find themselves falling into debt... I changed the mindset at Canon by getting people to realize that profits come first.

Whatever the trend in exchange rates or whatever the external factors, a manufacturing company is always faced with the mission of transforming itself into a company that can produce higher value-added to absorb the increase in the cost of living in the country it's operating in.

In the 1970s, Japan moved into the U.S. turf with its televisions, cars, chips, and steel. But if you think about it, the only business Japan destroyed was the U.S. television industry.

Canon is basically a very aggressive company. Our company works on competitive principles. It does not treat people equally, but it does treat them fairly.

We know that to compete for the jobs of the 21st century and thrive in a global economy, we need a growing, skilled and educated workforce, particularly in the areas of science, technology, engineering and math. Americans with bachelor's degrees have half the unemployment rate of those with a high school degree.

Sergey Brin has said to me, like, 10 times now, 'Why do you bother doing books? Why don't you just put all this stuff on the Internet?' It's because 10 years from now, my book will still be sitting on someone's coffee table or in a waiting room.

When I was a kid, dealing with trying to discover myself, I didn't have anybody to talk to. I didn't have any Internet and didn't have any friends. You felt very alone and very frightened.

In creating the silkpunk aesthetic, I was influenced by the ideas of W. Brian Arthur, who articulates a vision of technology as a language.