When you run one of the most successful divisions of the world’s largest entertainment conglomerate, you might expect compliance with headquarters to be non-negotiable. Kaz Hirai, who led Sony Computer Entertainment from 2007 to 2012, took a different approach: he simply did what he wanted.
In a conversation with Toridoll Holdings CEO Takaya Awata, published by Nikkei Xtrend, Hirai described his tenure running PlayStation with a candour that is rare among former executives. “Whenever Howard [Stringer] and the other executives told me this or that, I went my own way, saying, ‘What the headquarters says is irrelevant. We are PlayStation,'” he said, laughing.
It is a revealing glimpse into the internal dynamics of a company that was, at the time, navigating one of the most turbulent periods in its history.
Leading From the Front Lines
Hirai’s strategy extended beyond ignoring corporate directives. During his six years as president, he visited more than 20 countries and close to 50 cities, making a point of showing up in person at regional offices. “Going just once isn’t enough,” he explained.
The approach was deliberate. He found that initial scepticism from regional teams faded after repeated visits, as staff recognised that he genuinely cared about their work. It is a management philosophy that prioritises presence over memos — and it clearly worked, given PlayStation’s trajectory during his tenure.
“Whenever Howard and the other executives told me this or that, I went my own way, saying, ‘What the headquarters says is irrelevant. We are PlayStation.'” — Kaz Hirai
The Howard Stringer Era
The “Howard” in question is Sir Howard Stringer, who served as CEO of Sony Corporation from 2005 to 2012. Stringer, a Welsh-American who was the first non-Japanese CEO in Sony’s history, faced the unenviable task of unifying a fractured electronics and entertainment empire. His relationship with divisional leaders like Hirai was inevitably complex.
Hirai’s account suggests a leader who understood that PlayStation’s success depended on autonomy. The gaming division operated with a distinct culture and set of priorities that did not always align with the broader corporate strategy. By asserting independence, Hirai ensured PlayStation could move quickly and decisively — qualities essential in the competitive console market.
Context: Hirai became CEO of Sony Corporation in 2012, succeeding Stringer. He served until 2018, overseeing a significant turnaround for the company before stepping down as chairman.
A Legacy of Independence
Hirai’s willingness to defy headquarters was not mere stubbornness. It reflected a deeper understanding of what made PlayStation successful: the ability to make decisions tailored to the gaming market rather than dictated by corporate spreadsheets. That independence allowed the division to pursue strategies — from the PS3’s Cell processor to the PS4’s developer-friendly architecture — that might have been vetoed by executives focused on short-term electronics margins.
The anecdote also illuminates a broader truth about successful corporate divisions: the leaders who thrive are often those who can navigate bureaucracy without being constrained by it. Hirai’s approach was not to fight Sony’s leadership directly, but to simply proceed with his own vision and let results speak for themselves.
From PlayStation to Sony Corporation
Hirai’s success at PlayStation eventually led to his promotion to CEO of the entire Sony Corporation in 2012. In that role, he faced a different challenge: turning around a company that had lost its way across multiple divisions. He stepped down in 2018, having stabilised the business and restored profitability.
The story of his PlayStation years — ignoring headquarters, visiting 50 cities, leading through presence rather than policy — offers a masterclass in executive leadership. It is also a reminder that sometimes the most effective strategy for handling corporate bureaucracy is to politely acknowledge it and then do exactly what you believe is right.
For PlayStation, that approach clearly worked. The division Hirai led became the foundation for Sony’s most valuable entertainment asset, a position it holds to this day.
