This presentation is about lesson learned by Pixar when they made Toy Story 2. This is a resume from paper "How Pixar Fosters Collective Creativity"

1. +
How Pixar Fosters
Collective Creativity
Wisnu Manupraba
• MMUGM AP21
• Co-Founder Javan
• CEO & Co-Founder
NGOMIK
Email:
wisnu@ngomik.com
Twitter:
@inoex135
Fosters ~ mendorong
Bagaimana Pixar mendorong perkembangan
kreatifitas kolektif/kelompok

2. +
Pixar
Toy 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 Catmull
Steve Jobs
John Lasseter

6. +
What is Creativity?

7. + 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/c
reativity/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/d
efinition/creativity.html

8. + Creativity VS Innovation
A. Creativity = Innovation
B. Creativity ≠ Innovation

9. + Creativity VS Innovation
 New idea
Creativity Innovation
 Out of the box, different with
existing
 ???
 Change in stable system
(existing idea)
 Better than existing
 ???

10. + Creativity VS Innovation
 New idea
Creativity Innovation
 Out of the box, different with
existing
 Stories & characters
 Change in stable system
(existing idea)
 Better than existing
 The film making
 Combination technology & art

11. + 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

12. + The defining moment for Pixa
r

13. + 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

14. + Lesson #1 from Toy Story 2
Give great ideas to a mediocre team Give not so good ideas to a great team

15. + Lesson #2 from Toy Story 2
There has to be one quality bar

16. + Turning a New Page
 Old mission: come up with new (and great) ideas
 New mission: assemble small incubation teams to help director
s refine their ideas
 At this stage do not judge the teams by their work, judge on the
dynamics and the pace of progress

17. +Trick #1: Brain
Trust
This 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.

18. +Trick #2: The
Dailies
First, 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.

20. + 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.

21. +What Pixar does
Postmortems Fresh Blood
 Try to vary the way you do the
postmortems
By 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’ts
Most 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 do
Against 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.

22. + Reference
 http://www.hkccm.org.hk/Presentations/Presentation164DrYHC
hongNov09.pdf