The best way to predict the future is to create the future

The content of this book is about the founding process of Pixar, the risks encountered and the experience of being acquired. While sharing these stories, the author Katum also combined her own experience in managing the world's prestigious and outstanding creative teams.

Even though new animation companies are constantly emerging, Pixar has always maintained its position as the king of animation. All this The Secret Behind lies in: constantly promoting innovative management methods. This book reveals the secret for us.

Always have faith in the people you recruit. Recruiting as many people as possible who are smarter than themselves can not only add luster to the enterprise, but also make their hearts stronger. Although it seems threatening, you should not give up the opportunity to make progress with outstanding talents.

It is not enough for managers to have clever ideas. They also need to find an audience willing to pay for their ideas and get the support of this group.

When people work towards a goal, positive factors will cover up negative factors. And once the goal is completed, the dark side is enough to crush everything before. Therefore, it is the goal that an excellent leader must pursue to find the right way to establish the creative atmosphere of sustainable development.

"Story is king" and "trust process" have become the foundation of Pixar.

"Story is king" means insisting on quality requirements and avoiding the disconnection between empty slogans and practical significance.

"Trust process" means that finding the right person with tacit understanding is more important than coming up with brilliant ideas. Even if employees are willing to pursue Excellence at all costs, enterprises should encourage and help all employees to achieve a life of combining work and rest. Investment in these areas will certainly get rich returns.

Pixar's think tank is composed of experienced directors, who help the film find problems and make suggestions, and the decision is still in the hands of the film director.

There are three characteristics that lay the foundation for Pixar's style: first, members treat each other honestly; Secondly, we must have the courage and discretion to come back; Third, becoming a member of a think tank is not a once-and-for-all thing, and it must be monitored and protected unremittingly.

How can we make everyone face failure without fear?

Sharing failure openly is the first step, that is, separating failure from fear and creating an enterprise environment that is not afraid of making mistakes.

Secondly, even if you go astray, there is still time to get back on track. Although the process is difficult and time-consuming, every failed idea will bring better choices.

The idea of tolerating failure and even expecting failure has become Pixar's unique mode of thinking.

Failure is inevitable. The task of managers is not to avoid risks, but to create an environment in which employees can take risks safely.

For a growing company, market demand is a greedy beast, and creative development is a fragile baby. Balance the needs of beasts and babies, and enterprises will become stronger and stronger.

Business leaders must make conscious efforts to protect new things, whether it is the bud of film creativity or the embryonic form of projects. Because all this is closely related to the future of your enterprise.

Pixar has encountered many problems. All the data of Toy Story 2 was deleted, and the data copy was finally restored before it came back to life. Travels of Flying House has been revised for four editions for several years and finally formed. In 2006, Pixar was also acquired by fellow Disney.

Author Cuttum pointed out: "People at all levels of the enterprise are responsible for the problem and confident to solve it ... We must establish a solution mechanism that matches the nature of the problem and delegate the power to deal with the problem to all levels of the enterprise. No matter how big or small the problem is, everyone dares to try to solve it. This can not only solve problems better, but also provide managers with an opportunity to clearly convey corporate values to enterprise members. "

There are three levels of latent crisis: first, the channels for managers to obtain information are no longer smooth; The second is that the division of hierarchy makes managers unable to recognize the whole picture of the team; The third is that employees are aware of the problem, but they dare not say it because they can't judge.

In the face of disturbing unknowns, we should make use of the principles of honesty, protective measures, scientific research, self-evaluation and protection of new ideas mentioned in the book. Maybe it can't cure the disease, but at least it helps.

Korean Zen Buddhism has a concept called "I don't know the heart", which holds that people should try unknown fields. There is a concept in Japanese Zen called "initial heart", which holds that people should not be bound by what they know. By focusing on the present, we are not easily disturbed. As composer philip glass said: "The key to the problem is not how to find your own voice, but how so hard to forget finds it."

Culler's "communication processing model": We can regard everyone's personality as an apartment, and people living on different floors have different horizons. No matter who you deal with, if you want to communicate effectively with them, you must visit their floors.

If you decide to carry out a creative project that can only be completed in close cooperation with others, then you must accept the fact that cooperation will definitely bring trouble.

Directing is like running in a long dark tunnel. In the middle of the tunnel, there is a section that is completely in darkness. There are no lights at the entrance and exit. I had to bite the bullet and run in. Gradually, suddenly, your eyes will be suddenly enlightened.

No matter what kind of thinking mode you have, the form is not important. It is important to try to establish a set of thinking mode to help you innovate with an open mind.

If we want to release our creativity, we must relax our constraints, accept risks, trust our colleagues, pave the way for them, and guard against any factors that may cause fear. Even if you do this, it may not reduce the burden of creative culture management. But relaxation is not our goal, Excellence is our pursuit.

I'm He Shuhui.

I am a three-foot platform teacher during the day and a knowledge service worker at night.

thank you