Kaz Hirai’s time leading PlayStation was marked by a strong belief in trusting specialist knowledge, even when advice came from Sony’s wider corporate leadership. In a recent interview, he explained how that approach shaped both the games division and his later role as Sony chief executive.
“We’re PlayStation”
Hirai discussed his management philosophy with Toridoll CEO Takaya Awata in an interview with business publication Nikkei X Trend. He recalled that, while he was president of Sony Computer Entertainment and responsible for the PlayStation console business, senior Sony executives sometimes suggested what direction the brand should take.
Rather than automatically follow those recommendations, Hirai relied on his own understanding of the games market. His position was summed up by the attitude: “What headquarters says isn’t important. We’re PlayStation!” The independence behind that remark was also visible in his public image, including his much-memed appearance during the company’s troubled 2006 E3 presentation.
For readers interested in how dedicated game hardware fits into a broader entertainment ecosystem, RETROCADE’s arcade news and industry coverage explores similar questions around games, machines and audiences.
From PlayStation president to Sony CEO
Hirai continued to trust his instincts during his time at PlayStation, while also developing a close working relationship with Howard Stringer. When Stringer left the CEO position in 2012, Hirai was promoted to lead Sony.
The appointment placed him under considerable pressure. Sony was preparing to release the PS4, but Hirai was now responsible for the entire company rather than only its games operation. Sony had also recorded its largest net loss at that point, weakening confidence internally.
Some observers questioned whether a leader known primarily for gaming and music could run the wider business. Hirai recalled one article suggesting he had been selected at 51 because Stringer, who spoke only English, appreciated having an executive who understood his jokes.
Building confidence inside Sony
Hirai said his immediate priority as CEO was to reassure employees that he could be trusted. Staff were concerned that he might undermine colleagues, claim credit for successful work or shift blame when projects failed. He believed earning their respect was essential before the company could work effectively together.
To establish that trust, he visited different departments without announcing his arrival and spoke directly with employees. The approach reflected his hands-on understanding of the business, much as choosing an arcade machine requires matching hardware to its intended audience rather than following a one-size-fits-all recommendation.
Hirai also changed his management approach after moving from PlayStation to the wider Sony organisation. At PlayStation, he had allowed the division to follow its own instincts. As CEO, he instead worked to give every department a shared purpose: creating experiences that moved people, whether the work involved games or another part of Sony’s business.
A lasting PlayStation legacy
Hirai stepped down as Sony CEO in 2019 and remained an adviser until 2024. His leadership is remembered not only for the relaxed public persona associated with that 2006 E3 appearance, but also for guiding PlayStation through the PS3 era and helping turn the console’s fortunes around after its difficult launch.
That combination of brand independence, employee trust and a clear company-wide goal offers a useful perspective on leadership in interactive entertainment. It also helps explain why platform identity matters, whether the hardware is a modern console or a dedicated arcade cabinet.
Leave a Reply