Haruki Ibuki Apr 2026

In the annals of Japanese corporate history, there are fixers, there are dreamers, and then there is Haruki Ibuki. He is the man who walked into a burning building—Sony in the early 2000s—and calmly rewired the electrical system while the walls were collapsing.

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That sensory rigor became his hallmark. By the 1990s, he had risen to head Sony’s core audio and video divisions, but his true test was yet to come. Most histories of Sony focus on Ken Kutaragi, the "Father of the PlayStation." But Ibuki was the godfather. As deputy president in the late 1990s, he saw that the gaming division was bleeding money due to a catastrophic supply chain error. The PlayStation 2 was a technical marvel—a DVD player and a game console in one—but its custom "Emotion Engine" chip was failing in mass production. haruki ibuki

But Ibuki’s greatest legacy is not a number on a spreadsheet. It is a philosophy he called —"Reconstructing Emotion."

While Kutaragi insisted on perfection, Ibuki did the unthinkable: He flew to Toshiba’s president without an appointment, secured a secondary fab line in 48 hours, and salvaged the 2000 launch. PS2 went on to sell over 155 million units, becoming the best-selling home console of all time. "Haruki-san saved Christmas," one Sony executive later joked. "Three Christmases in a row." In 2003, Sony hit a wall. The "Sony Shock" hit the Tokyo Stock Exchange when the company announced a paltry 1% operating margin. The iPod was eating the Walkman’s lunch. Flat-panel TVs from Samsung were cheaper and better. And internally, the once-proud giant was crippled by silo senki —"silo warfare" between departments. In the annals of Japanese corporate history, there

His first move was brutal: a restructuring plan that cut —a staggering number for a Japanese company that once promised lifetime employment. Factories in Japan were closed. The AIBO robot dog, a beloved pet-project of the engineering division, was euthanized.

He sold Sony’s non-core semiconductor plants, merged the music and movie divisions under one digital umbrella, and—most controversially—forced the electronics division to adopt a strategy: every product had to connect to a network. No exceptions. The Legacy of the Quiet Man By 2007, Ibuki had stepped down, having handed a profitable, leaner Sony to his successor, Howard Stringer. The stock had tripled from its nadir. The PlayStation 3, though expensive, was finally profitable. And for the first time in a decade, Sony’s TVs and cameras were sharing components and software. By the 1990s, he had risen to head

When then-CEO Nobuyuki Idei stepped down, the board turned to Ibuki. He was 68 years old, an age when most Japanese executives retire to a golf course. Instead, he became President and COO, tasked with .

In a 2010 lecture at Kyoto University, he explained: "A company forgets how to make people feel something. We made the Walkman because we believed music should be private, mobile, and intimate. By 2003, we were making gadgets for a catalog. I did not save Sony. I just reminded Sony what it already knew: First, move the heart. The profit follows. "