While "employee engagement" probably wasn't a phrase when Inamori was setting up Kyocera in the 1950s, he understood the paramount need to have worker buy-in. He promoted radical transparency of company results with workers, and initially wanted to make Kyocera something more akin to a legal or accounting partnership, where workers would also be part owners. With a Gallup survey showing disengaged or quiet-quitting workers may make up fully half of the US workforce, a trend amplified in younger millennials and Gen Z workers who complain that they lack support, development and opportunities to grow, some of Inamori's writing now reads as a prescient warning.