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Mankind had the agricultural revolution, the industrial revolution, and now this third one, the information revolution.
The autonomous car is definitely coming, and when that stage comes, this ride-share business becomes even more important.
I said from the very beginning, 'Yahoo should position itself as a technology innovation company, not as a media company.'
We believe the singularity is inevitable, and all businesses will be redefined as computers overtake humans in intelligence.
I know I should not be a hindrance to SoftBank's future growth and that I need to pass on the baton to the younger generation.
As a student, I had a hobby of inventing new ideas for products. For me, thinking of new businesses is like inventing new products.
Most of the time, when I make a big move, people say I am out of my mind. But I don't think about how I can add to what I have today.
To many of you, Sprint may seem like a burden for SoftBank. But in my view, Sprint is going to be one of SoftBank's primary cash cows.
I don't care whether the technology is invented by our employees. I want to bring everybody's innovations into our ecosystem together.
To have real success and roots in a society, there has to be a local champion, and hence we believe in identifying a local entrepreneur.
Difficulty comes not only because of your mistakes, but once you try to make an excuse or accuse someone else, your mind stops thinking.
Japan had an energy crisis. I thought, instead of just worrying about it, I should take some kind of responsibility to provide the solutions.
Whatever the country, whatever the culture, whatever the time, when you become a big enough organization, you start to collapse and slow down.
I believe this artificial intelligence is going to be our partner. If we misuse it, it will be a risk. If we use it right, it can be our partner.
If I go to the department store, I get no excitement: I can buy the entire department store instead of one bag. So I lost excitement of shopping.
We are not experts on everything. We are not capable of doing everything by ourselves. There are a bunch of other smarter people around the world.
Uber is redefining the transportation industry now; Airbnb is doing it to the hotel industry. You can expect that to happen in every single industry.
I try to look in the future and think backwards. That is when I am at my most comfortable. Because then I am just like the movie, 'Back to the Future.'
But a big paradigm shift is staring us in the face. If I left things to someone else despite having my own thoughts on it, I wouldn't be true to myself.
Best thing for a government to do is to eliminate obstacles like filing registrations, getting licences, and so on... tedious steps slow everything down.
Traditional companies have to start looking into themselves to offer more opportunities in their companies by starting new subsidiaries and joint ventures.
It would take enormous expertise for Amazon to win in every category. Do you think McDonald's could be number one in hamburgers, seafood, and Chinese food?
If you live in the States, you see the windmill signal on your smartphone all the time. It's like living in Beijing air. You have to remember the blue sky.
Robots have already surpassed human beings in calculation and memory, but I have no doubt that the time will come when they will surpass in wisdom as well.
A person's life is over in 50, 100 years. But a company lives on through the people it is composed of, and SoftBank group has to survive even after I'm gone.
I would say that hardware is the bone of the head, the skull. The semiconductor is the brain within the head. The software is the wisdom and data is the knowledge.
Every street light will be interconnected to the Internet because we can save when car is not passing. Automobile will all be connected, so driverless car much safer.
Being educated in the United States gave me a good understanding of American culture. I think I got a lot of influence from the entrepreneurial mind in the United States.
SoftBank is not a specialist on any instrument. We did not invent any instrument. Not the best player. But we would like to be a conductor of this information revolution.
If they had listened to me and had equal partnerships in China, the U.K., Germany and Brazil, maybe Yahoo in those countries could have become positioned like Yahoo Japan.
I started Softbank in 1981, a year and a half after I came back from the United States, after graduating from Berkeley. I wanted to start my own company when I came back to Japan.
Just like I gave Jack Ma and Alibaba the luxury of staying private for longer, I am now giving Arm the gift of being private. My only message to them now is take my investment and let's go, go, go.
I believe the continually advancing Information Revolution will lend us the wisdom and strength to address humanity's previously unsolvable problems and help us make a positive impact on all of society.
I'm still committed to the success of the U.K. and the belief of the strong intelligence and passion and determination of the British people. I'm a strong believer of their long-term historical success.
The energy in Silicon Valley is because of the very talented engineers immigrating from around the world, especially Indians and Chinese. They are the best engineers, and Japan doesn't have enough of them.
We saw a big bang in PCs; we saw a big bang in the Internet. I believe the next big bang is going to be even bigger. To be ready for that, we need to set the foundation, and that foundation is SoftBank Vision Fund.
I haven't invented anything earth-shattering. If I could be said to have one noteworthy ability compared with the average person, it's that I have a keen interest in reading the direction and timing of paradigm shifts.
Just believe in the future and direction of the capability that ARM has. Go deep and build a better future, both for the company and for its contribution to the industry. That's what I want ARM to do: invest more the future.
I'd met Simon [Segars] for the first time in London. He struck me as a quiet, natural-born engineer and an orthodox successor [to East]. He has a home in Silicon Valley, and he said it's just a few minutes' drive away from mine.
People usually compare the computer to the head of the human being. I would say that hardware is the bone of the head, the skull. The semiconductor is the brain within the head. The software is the wisdom. And data is the knowledge.
I thought I might spend the rest of my time on golf. But thinking about it now, I'm happy playing whenever I have some downtime in my busy schedule, and even if I had all the time I wanted to play, my score probably wouldn't be very good.
All human beings are the same. In the United States, people come from all over the world, all races, all backgrounds. And they're all doing what they want, many scoring huge successes. When I saw that, I became more open. It freed my soul.
I think I became an entrepreneur because I have my way of doing business... to do that, you have to have your own company. But if you have your own company, you're an outsider in the Japanese business world. It's difficult. But that's life.
In the early stages of Internet in Japan, many said that Japanese and Americans are different. There are 10 reasons why Japanese Internet is not taking off. I said none of them are right; it's just a time lag. And, of course, Japanese Internet took off.
I think I would have kept in contact with venture capital investors and entrepreneurs. I'm sure staying involved as something like a coach would be fun. If I handed over the reins to a successor, I wouldn't stick around [to pull strings] like a retired emperor.
My philosophy is that the digital revolution will make mankind happier and more productive, and that won't change over the next 300 years. If you don't stick to that original philosophy, even perfect control of a bunch of companies isn't going to do you any good.
Yahoo was Jerry Yang's baby. He did a great job creating the baby. Unfortunately, some of the key executives after the foundation of the company couldn't keep up with the technology innovation of the industry. They thought that Yahoo should become a media company.
My original intent for investing into Sprint - the main strategy was to buy Sprint and T-Mobile at the same time, so we'd have a critical mass to fight against AT&T and Verizon. The U.S. government didn't accept that. They rejected it. So my fundamental strategy was broken.
I don't care about the sort of things that will bring in chump change over the next two or three years. I think I'm better than others at sniffing out things that will bear fruit in 10 or 20 years while they're still at the seed stage, and I'm more willing to take the risks that entails.
Having made up my mind, I went to see Steve [Jobs]. I brought a hand-drawn sketch with me, and I said, "Please make something like this." He said, "Don't show me such an ugly design sketch." But he also said, "You've got the right idea. I totally agree that the time has come when we can make the ultimate mobile machine."