Sony Corporation is a multinational conglomerate company headquartered in Tokyo, Japan, and one of the largest media conglomerates in the world with revenues of $88.7 billion (as of 2008) headquartered in Minato, Tokyo. Sony is a leading manufacturer of electronics, video communications, video game consoles and computing products for the consumer and professional markets. Its name derives from Sonus, the Greek goddess of sound. Sony, as an organization, must address the dynamic industry in which it operates. They established themselves by developing a stable work environment where engineers deeply valued technology and could work freely as they pleased, focusing on developing dynamic technologies and creating products that people wanted (Mintzberg et al, 2003). Two new managers have been appointed at Sony in the last 15 years due to a variety of development issues, including slowing down the "cogs" of innovation within Sony, forcing an aggressive pricing strategy, increased competition, the loss of the VHS and Betamax battle, profits and sales remaining flat and the persistent poor performance of Sony films (Mintzberg et al, 2003). Both managers initiated major strategic changes with varying degrees of success; first Nobuyuki Idei was appointed who initiated a major shift from analog to digital technology, as Sony was believed to have fallen behind the market in this regard. Idei also aimed for the top position in audio and video, a universal standard in home computers and a new distribution infrastructure. He believed his work was the "regeneration of the entrepreneurial spirit" (Mintzberg et al, 2003), believing it had been lost. Sony's problems continued and were "most evident in its core electronics business, which accounts for two-thirds of its revenues." ' as consumer devices such as TVs, DVD players and music players have come under severe price pressure and Sony has failed to invent new trendy gadgets to increase profits (The Economist, 2005). Idei resigned after a series of stumbles and handed over the reins to Welsh-American Howard Stringer, a former television executive (Dvorak, 2005, p.1). Before joining Sony, Stringer had a distinguished 30-year career as a journalist, producer and executive at CBS Inc (www.sony.net). Stringer aimed to combine cutting-edge technology and entertainment content while reviving Sony's electronics business. To combat falling prices from rivals, Stringer streamlined Sony, unveiling a sweeping restructuring plan that cut 10,000 jobs, eliminated a number of unprofitable divisions and products, and attempted to centralize decision-making (Palmer, 2006).