Biography & Autobiography. Business. Performing Arts. Nonfiction. HTML:From a co-founder of Pixar Animation Studios�??the Academy Award�??winning studio behind Coco, Inside Out, and Toy Story�??comes an incisive book about creativity in business and leadership for readers of Daniel Pink, Tom Peters, and Chip and Dan Heath.
NEW YORK TIMES BESTSELLER | NAMED ONE OF THE BEST BOOKS OF THE YEAR BY The Huffington Post �?� Financial Times �?� Success �?� Inc. �?� Library Journal
Creativity, Inc. is a manual for anyone who strives for originality and the first-ever, all-access trip into the nerve center of Pixar Animation�??into the meetings, postmortems, and �??Braintrust�?� sessions where some of the most successful films in history are made. It is, at heart, a book about creativity�??but it is also, as Pixar co-founder and president Ed Catmull writes, �??an expression of the ideas that I believe make the best in us possible.�?�
For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, WALL-E, and Inside Out, which have gone on to set box-office records and garner thirty Academy Awards. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, in this book, Catmull reveals the ideals and techniques that have made Pixar so widely admired�??and so profitable.
As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student at the University of Utah, where many computer science pioneers got their start, and then forged a partnership with George Lucas that led, indirectly, to his co-founding Pixar in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie�??s success�??and in the thirteen movies that followed�??was the unique environment that Catmull and his colleagues built at Pixar, based on leadership and management philosophies that protect the creative process and defy convention, such as:
�?� Give a good idea to a mediocre team, and they will screw it up. But give a mediocre idea to a great team, and they will either fix it or come up with something better.
�?� If you don�??t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead.
�?� It�??s not the manager�??s job to prevent risks. It�??s the manager�??s job to make it safe for others to take them.
�?� The cost of preventing errors is often far greater than the cost of fixing them.
�?� A company�??s communication structure should n