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1、HowPixarFosterCollectiveCreativity(I)Afewyearsago,Ihadlunchwiththeheadofamajormotionpicturestudio,whodeclaredthathiscentralproblemwasnotfindinggoodpeople—itwasfindinggoodideas.Sincethen,whengivingtalks,I’veaskedaudienceswhethertheyagreewithhim.Almostalwaysthere’sa50/50split,whichha
2、sastoundedmebecauseIcouldn’tdisagreemorewiththestudioexecutive.Hisbeliefisrootedinamisguidedviewofcreativitythatexaggeratestheimportanceoftheinitialideaincreatinganoriginalproduct.Anditreflectsaprofoundmisunderstandingofhowtomanagethelargerisksinherentinproducingbreakthroughs. Whe
3、nitcomestoproducingbreakthroughs,bothtechnologicalandartistic,Pixar’strackrecordisunique.Intheearly1990s,wewereknownastheleadingtechnologicalpioneerinthefieldofcomputeranimation.OuryearsofR&DculminatedinthereleaseofToyStoryin1995,theworld’sfirstcomputer-animatedfeaturefilm.Inthefol
4、lowing13years,wehavereleasedeightotherfilms(ABug’sLife;ToyStory2;Monsters,Inc.;FindingNemo;TheIncredibles;Cars;Ratatouille;andWALL·E),whichalsohavebeenblockbusters.Unlikemostotherstudios,wehaveneverboughtscriptsormovieideasfromtheoutside.Allofourstories,worlds,andcharacterswerecrea
5、tedinternallybyourcommunityofartists.Andinmakingthesefilms,wehavecontinuedtopushthetechnologicalboundariesofcomputeranimation,securingdozensofpatentsintheprocess. WhileI’mnotfoolishenoughtopredictthatwewillneverhaveaflop,Idon’tthinkoursuccessislargelyluck.Rather,Ibelieveouradheren
6、cetoasetofprinciplesandpracticesformanagingcreativetalentandriskisresponsible.Pixarisacommunityinthetruesenseoftheword.Wethinkthatlastingrelationshipsmatter,andwesharesomebasicbeliefs:Talentisrare.Management’sjobisnottopreventriskbuttobuildthecapabilitytorecoverwhenfailuresoccur.It
7、mustbesafetotellthetruth.Wemustconstantlychallengeallofourassumptionsandsearchfortheflawsthatcoulddestroyourculture.Inthelasttwoyears,we’vehadachancetotestwhetherourprinciplesandpracticesaretransferable.AfterPixar’s2006mergerwiththeWaltDisneyCompany,itsCEO,BobIger,askedme,chiefcrea
8、tiveofficerJohnLasseter,an
