Howard Stringer
Howard Stringer
Sir Howard Stringeris a Welsh-American businessman. He served as chairman of the board, chairman, president and CEO of Sony Corporation. He is also the head of the board of trustees of the American Film Institute and now serves as a non-executive director of the BBC...
NationalityAmerican
ProfessionEntrepreneur
Date of Birth19 February 1942
CountryUnited States of America
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When a company gets to be the size of Sony and revenue growth slows, it makes it very hard for young, dynamic people to move up the corporate ladder. How you change that in a culture where everybody has known each other for most of their working lives is the task, especially at the senior level.
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No other content company has such a complete understanding of technology, and no other technology company has Sony's insight into content.
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Staying ahead of this curve by offering the consumer truly differentiated products where we can maintain our standing as a premium brand is a fundamental strategic imperative. We need to focus selectively and aggressively on being the No. 1 consumer electronics and entertainment company on the planet.
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In a company where jobs were for life, it created competition that made Sony the great company it is, ... It created artificial competition, which you needed.
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While quarterly performance and market share are important, overall performance, together with artist relationships and the development of new and creative talent are paramount, ... Andy is exceptionally well-suited to manage the company in this challenging and ever-changing environment.
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There was not much love lost between electronics and the movie company because 10 years ago, the movie company was busy losing money and the electronics company was very angry about that, ... The technology people said, 'Those people in Hollywood are spending all the money!'
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exceptionally well-suited to manage the company in this challenging and ever-changing environment.
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Sony is a global company with 70 percent of its earnings outside Japan and so local politics like that is less clear and appropriate for me to comment on,
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We are shattering internal silos ... and reorganizing to become more nimble and to have a focused product lineup.
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We need to convince investors ... that we are going to execute on these targets and take them very seriously,
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We have made promises before but we failed to execute them. We must fight like the Sony warriors that we are.
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Though best remembered for creating one of the great film heroes of all time, his talents transcend typecasting, ... His body of work not only stands the test of time, but illuminates a career more extraordinary than James Bond himself.
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Software has been designed inside those independent silos, with a tendency for repetition. Now we have the ability to coordinate software development...We have time with the PSP (PlayStation Portable), and the video revolution, so that nobody else will slip by us.
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Silo walls between business units that impede cooperation and communication need to come down,