I've participated in the hiring of maybe 5,000-plus people in my life. So I take it very seriously. You can't know enough in a one-hour interview. So, in the end, it's ultimately based on your gut.

I think it was a combination of feeling and judgment. I happened to be that sort of person that enjoyed making out plans, but I also enjoy changing plans. On an expedition, although I may start out with a detailed plan, I’m prepared to change it at any moment and completely redo it. So our expeditions turned out to be very adaptable ones. We achieved the final objectives just the same as many other expeditions, but maybe we had more fun in the process because it seemed something we could vary. We still carried on to achieve our major objectives.

What I’ve really learned in my 43 years is that the body does not lie; the body actually tells you what’s right and wrong. If you get a sinking feeling in your stomach or a heavy heart about something, you shouldn’t do it; and if you get a lifting, light feeling in your body, you should.

No. You don't have to have rules. If you have rules—you know in cinema you have to be very pragmatic.

Many times when I found myself at a personal crossroads – when I graduated from Hitotsubashi University and was unsure about whether I wanted to go into research or become a businessman, when I quit my job at the Industrial Bank of Japan (currently Mizuho Bank), when I founded Rakuten, when I tried to buy Tokyo Broadcasting System (TBS) – I always visited my dad in Kobe to ask his advice. Like my wife, my dad was a behind-the-scenes counselor to me.

Well, unlike our competitors, Google, EBay, Amazon, and most of the Chinese internet startups, we never got any fun or money from any VC (ph). We started with our own capital, by our self, with our own business model.

My “act first” process is not foolproof. It can result in mistakes. In other areas of my business, we’ve changed policies that drew criticism from our customers, launched services too early, and pursued acquisitions that failed to close. But I consider these necessary risks, taken in the pursuit of innovation. In business, there will always be ideas that fail and projects that disappoint. But we learn these things by acting.

When I asked for advice on how to start such a business, many senior executives told me, "You can't possibly succeed doing what big companies have failed to do."

My job hunting days were at the height of the bubble economy. At the time, I was focused on joining big corporations and had no intention of myself becoming an entrepreneur. I started working at a major bank with a vague idea that I wanted "a job that would take me around the world."

I REALIZED IN THOSE DAYS HOW TENUOUS OUR EXISTENCE IS,” HE WROTE IN HBR. “WE HAVE ONLY ONE LIFE, AND IT MUST BE LIVED TO THE FULLEST—NOT SOMEDAY, BUT NOW.