Lots of powerful lessons and insights in this short case study. It’s a shame to see Sony disintegrate into a me-too product company. It just goes to show how important innovation and developing new markets are — no matter how difficult or risky it may seem.
The leadership, and management, at Sony became a model of MBA training post-1960. Focus on a narrow product set to increase volume, eschew costly development of new technologies in favor of seeking high-volume manufacturing of someone else’s technology, reduce product introductions in order to extend product life, tooling amortization and run lengths, and constantly look for new ways to cut costs. Be zealous about cost cutting, and reward it in meetings and with bonuses.