Young Koreans of peasant origins, with only little education, were hired at a rather early age (18-22), provided on-the-job training, occasionally sent to Japan for more specialized experience, punished severely for lack of punctuality of diligence, rewarded for loyalty and steady performance, and for those who survived the various tests and hurdles, given assurances of continuous service pension and retirement fund benefits. The carrots and sticks appear to have been quite successful; in this one specific case, at least, over a few decades, young Korean peasants were transformed into “Onoda men” who, in spite of such social problems as being treated as inferior to Japanese workers, took pride in their skilled industrial work in a Japanese company. The strategy of control, moreover, was necessary for the rapid economic transformation. With majority of the lower classes subdued, the colonial state was free to concentrate its architectonic energies on devising and pursuing a strategy of economic transformation. Moreover, the political capacity to hold wages behind productivity gains facilitated high rates of profitability and thus continued investment and growth.