American - Scientist | March 31, 1945 -
Creativity has to start somewhere, and we are true believers in the power of bracing, candid feedback, and the iterative process - reworking, reworking, and reworking again until a flawed story finds its through line or a hollow character finds its soul.
Edwin Catmull
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Candor is the key to collaborating effectively. Lack of candor leads to dysfunctional environments.
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We have to evolve, we have to change, and in order to do that, we have to initiate the change.
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After Pixar's 2006 merger with the Walt Disney Company, its CEO, Bob Iger, asked me, chief creative officer John Lasseter, and other Pixar senior managers to help him revive Disney Animation Studios. The success of our efforts prompted me to share my thinking on how to build a sustainable creative organization.
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We encourage our people to build their ideas from scratch, and we give them the resources - and, crucially, the candid feedback - that are required to transform the first wisps of a story into a truly compelling film.
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With certain ideas, you can predict commercial success. So with a 'Toy Story 3' or a 'Cars 2,' you know the idea is more likely to have financial success. But if you go down that path too far, you become creatively bankrupt because you're just trying to repeat yourself.
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If you put out 20 films, you hope that a number are successful. It's like human reproduction versus frog reproduction. Frogs produce thousands and hope a few succeed. Humans don't produce many babies but put a lot of energy into them, which is kind of where we are. They still don't always succeed, but you try a lot harder.
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Encourage people to mingle, meet, and communicate.
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The trick is, in everything we do, there are things we love. And sometimes the things we love get us stuck. And it's only if we let go of some of those things that we free the movie up to become greater.
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We need business leaders who have a respect for technical issues even if they don't have technical backgrounds. In a lot of U.S. industries, including cars and even computers, many managers don't think of technology as a core competency, and this attitude leads them to farm out technical issues.
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I liked the first 'Kung Fu Panda.'
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One term that's used in this industry a lot is this notion of 'feeding the beast.' You've got all of these people whose livelihoods are dependent on it. There are enormous pressures to keep material going into it, and the pressures to feed it are not irrational. They're the basis of your business.
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