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How Pixar Fosters Collective Creativity

Fosters ~ mendorong

Bagaimana Pixar mendorong perkembangan kreatifitas kolektif/kelompok

Wisnu Manupraba• MMUGM AP21• Co-Founder Javan• CEO & Co-Founder

NGOMIK

Email:wisnu@ngomik.com

Twitter:@inoex135

+PixarToy Story in 1995, the world’s first computer-animated feature film

In the following 13 years, released eight other films (A Bug’s Life; Toy Story 2; Monsters, Inc.; Finding Nemo; The Incredibles; Cars; Ratatouille; and WALL·E)

In 1997 Pixar & Disney joint venture to create 5 movies in 10 years – this cause the problem

In 2006 Disney bought pixar at a valuation $7.4 billion

Edwin CatmullSteve Jobs

John Lasseter

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What is Creativity?

+Creativity is…

a phenomenon whereby something new and in some way valuable is created (such as an idea, a joke, a literary work, painting or musical composition, a solution, an invention etc) - Wikipedia

the tendency to generate or recognize ideas, alternatives, or possibilities that may be useful in solving problems, communicating with others, and entertaining ourselves and others- http://www.csun.edu/~vcpsy00h/creativity/define.htm

the act of turning new and imaginative ideas into reality- www.creativityatwork.com

Mental characteristic that allows a person to think outside of the box, which results in innovative or different approaches to a particular task- www.businessdictionary.com/definition/creativity.html

+Creativity VS Innovation

A. Creativity = Innovation

B. Creativity ≠ Innovation

+Creativity VS Innovation

New idea

Out of the box, different with existing

???

Change in stable system (existing idea)

Better than existing

???

Creativity Innovation

+Creativity VS Innovation

New idea

Out of the box, different with existing

Stories & characters

Change in stable system (existing idea)

Better than existing

The film making Combination technology & art

Creativity Innovation

+Pixar is a good company

Smart people are more important Best people worked with Ed Catmull : Jim Clark, John Warnock,

Alan Kay, Alvy Ray Smith, John Lasseter

In 1986, Steve Jobs bought computer division from LucasFilm

Steve Jobs gave backbone to desire for excellence and helped form a remarkable management team

Best places to work

Success story of Toy Story

+The defining moment for Pixar

+A dangerous gap

Toy Story Creative Team (John, Andrew, Lee, and Joe) is working on “A bug’s Life”

“Toy Story 2” originally intended to be a direct‐to‐video film Sold only as home video not theaters This is different standard of quality (theater VS home video)

Technical People : “Toy Story 2” Because there is already idea of the story

Toy Story 2’s reels was bad

+Lesson #1 from Toy Story 2

Give great ideas to a mediocre team Give not so good ideas to a great team

+Lesson #2 from Toy Story 2

There has to be one quality bar

+Turning a New Page

Old mission: come up with new (and great) ideas

New mission: assemble small incubation teams to help directors refine their ideas

At this stage do not judge the teams by their work, judge on the dynamics and the pace of progress

+Trick #1: Brain TrustThis group consists of John and our eight directors (Andrew Stanton, Brad Bird, Pete Docter, Bob Pe- terson, Brenda Chapman, Lee Unkrich, Gary Rydstrom, and Brad Lewis).

When a director and producer feel in need of as- sistance, they convene the group (and anyone else they think would be valu- able) and show the current version of the work in progress.

This is followed by a lively two-hour give-and-take discussion, which is all about making the movie better. There’s no ego. No- body pulls any punches to be polite. This works because all the partici- pants have come to trust and respect one another.

+Trick #2: The DailiesFirst, once people get over the embarrassment of showing work still in progress, they become more creative.

Second, the director or creative leads guiding the review process can communicate important points to the entire crew at the same time.

Third, people learn from and inspire each other; a highly creative piece of animation will spark others to raise their game.

People’s over- whelming desire to make sure their work is “good” before they show it to others increases the possibility that their finished version won’t be what the director wants. The dailies process avoids such wasted efforts.

+How to be success company

Clear values,

Constant communication,

Routine postmortems (belajar dari kesalahan)

The regular injection of outsiders who will challenge the status quo

+ Strong leadership

to make sure people don’t pay lip service to the values, tune out the communications, game the processes, and automatically discount new- comers’ observations and suggestions.

+What Pixar does

Try to vary the way you do the postmortemsBy definition, they’re supposed to be about lessons learned, so if you repeat the same format, you tend to find the same lessons, which isn’t productive

Top 5 do’s and don’tsMost of our processes involve activities and deliverables that can be quantified. We keep track of the rates at which things happen, how often something has to be reworked, whether a piece of work was completely finished or not when it was sent to another department, and so on.

Open culture, continually embracing change the way we doAgainst the not-invented-here syndrome

Practice to speak at the orientation sessions for new hires about mistakes and lesson learned to persuade them that we haven’t gotten it all figured out and that we want everyone to question why we’re doing something that doesn’t seem to make sense to them. We do not want people to assume that because we are successful, everything we do is right.

Postmortems Fresh Blood

+Reference

http://www.hkccm.org.hk/Presentations/Presentation164DrYHChongNov09.pdf