Catmull Pixar Quotes & Sayings

You must live life with the full knowledge that your actions will remain. We are creatures of consequence. — Zadie Smith

At Pixar, Toy Story 2 taught us this lesson - that we must always be alert to shifting dynamics, because our future depends on it - once and for all. Begun as a direct-to-video sequel, the project proved not only that it was important to everyone that we weren't tolerating second-class films but also that everything we did - everything associated with our name - needed to be good. Thinking this way was not just about morale; it was a signal to everyone at Pixar that they were part owners of the company's greatest asset - its quality. — Ed Catmull

if not anyone else - that what we'd created at Pixar could work outside of Pixar. Both the run-up to the acquisition and its execution provided the ultimate case study, and as such, it was enormously exciting to be a part of. First, I'll talk about how the merger came to pass in the first place, because I believe we did several things in the very early stages that put our partnership on a strong footing. "GET TO KNOW Bob Iger," Steve had said. So a few weeks later, I did. — Ed Catmull

This was a revelation to me: The good stuff was hiding the bad stuff. I realized that this was something I needed to look out for: When downsides coexist with upsides, as they often do, people are reluctant to explore what's bugging them, for fear of being labeled complainers. I also realized that this kind of thing, if left unaddressed, could fester and destroy Pixar. For me, this discovery was bracing. Being on the lookout for problems, I realized, was not the same as seeing problems. This would be the idea - the challenge - around which I would build my new sense of purpose. — Ed Catmull

In the thirteenth chapter of Creativity, Inc., Catmull talks about how the leadership teams at Disney and Pixar found solutions to the problems that arose during the merge of the two companies. They solved the problem by asking everyone who worked in the company for solutions rather than just leaving it up to the executives, which became known as Notes Day. — Top 50 Facts

Pixar's Ed Catmull likes to say that since you can't control the luck itself, which is bound to come your way for better and for worse, what matters is your state of preparedness to deal with it. — Brent Schlender

What made Notes Day work? To me, it boils down to three factors. First, there was a clear and focused goal. This wasn't a free-for-all but a wide-ranging discussion (organized around topics suggested not by Human Resources or by Pixar's executives, but by the company's employees) aimed at addressing a specific reality: the need to cut our costs by 10 percent. While — Ed Catmull

As I saw it, our mandate was to foster a culture that would seek to keep our sightlines clear, even as we accepted that we were often trying to engage with and fix what we could not see. My hope was to make this culture so vigorous that it would survive when Pixar's founding members were long gone, enabling the company to continue producing original films that made money, yes, but also contributed positively to the world. That sounds like a lofty goal, but it was there for all of us from the beginning. We were blessed with a remarkable group of employees who valued change, risk, and the unknown and who wanted to rethink how we create. How could we enable the talents of these people, keep them happy, and not let the inevitable complexities that come with any collaborative endeavor undo us along the way? That was the job I assigned myself - and the one that still animates me to this day. — Ed Catmull

Katherine Sarafian, a producer who's been at Pixar since Toy Story, tells me she prefers to envision triggering the process over trusting it - observing it to see where it's faltering, then slapping it around a bit to make sure it's awake. — Ed Catmull

A Brahmin is not so much in need of education as a Chandala. If the son of a Brahmin needs one teacher, that of a Chandala needs ten. — Swami Vivekananda

Take it slow. We want to know what's ahead before what's ahead knows we're here. — K.E. Douglas

It'll be a day in which you tell us how to make Pixar better," John said. "We'll do no work that day. No visitors will be allowed. Everyone must attend. — Ed Catmull

First, it created an electronic suggestion box where Pixar people could submit discussion topics they thought would help us become more innovative and more efficient. Immediately, topic ideas began flooding in, along with suggestions about how to run Notes Day itself. — Ed Catmull

women have emotional needs, men have egotistical needs. — Michael Baisden

In 1995, when Steve Jobs was trying to convince us that we should go public, one of his key arguments was that we would eventually make a film that failed at the box office, and we needed to be prepared, financially, for that day. Going public would give us the capital to fund our own projects and, thus, to have more say about where we were headed, but it would also give us a buffer that could sustain us through failure. Steve's feeling was that Pixar's survival could not depend solely on the performance of each and every movie. The underlying logic of his reasoning shook me: We were going to screw up, it was inevitable. And we didn't know when or how. We had to prepare, then, for an unknown problem - a hidden problem. From that day on, I resolved to bring as many hidden problems as possible to light, a process that would require what might seem like an uncommon commitment to self-assessment. — Ed Catmull

Left to their own devices, most people don't want to fail. But Andrew Stanton isn't most people. As I've mentioned, he's known around Pixar for repeating the phrases "fail early and fail fast" and "be wrong as fast as you can." He thinks of failure like learning to ride a bike; it isn't conceivable that you would learn to do this without making mistakes - without toppling over a few times. "Get a bike that's as low to the ground as you can find, put on elbow and knee pads so you're not afraid of falling, and go," he says. If you apply this mindset to everything new you attempt, you can begin to subvert the negative connotation associated with making mistakes. Says Andrew: "You wouldn't say to somebody who is first learning to play the guitar, 'You better think really hard about where you put your fingers on the guitar neck before you strum, because you only get to strum once, and that's it. And if you get that wrong, we're going to move on.' That's no way to learn, is it? — Ed Catmull

A leaf turns in the wind, and you suddenly have a different perception of what colour it is. — Robin Hobb

it seemed like every issue, big or small, that arose around this time was chalked up to the merger: "You said things wouldn't change! You're breaking your word! We don't want to lose the old Pixar!" I should say that this outcry came despite the fact that the measures we had put in place to protect Pixar's culture were working - and, in my view, were a model for how to maintain cultural integrity after a merger. — Ed Catmull

studios down. (He also thought, frankly, that making us the stewards of both entities would guarantee that Pixar's traditions didn't get overtaken by those of the much larger corporation, the Walt Disney Company.) — Ed Catmull

I changed the course of my life, from the rigidity of mathematics and the corporate rhythm to a more bohemian world. — Andrea Hirata

I was born human. But this was an accident of fate - a condition merely of time and place. I believe it's something we have the power to change. — Kevin Warwick

He looked at me. " I do know how to deal with demons, Savannah."
"I know. Sorry."
"So I get a hug?"
"No, but I won't smack you, and we'll call it even. — Kelley Armstrong

Injustice makes the rules, and courage breaks them. — Ursula K. Le Guin

What makes Pixar special is that we acknowledge we will always have problems, many of them hidden from our view; that we work hard to uncover these problems, even if doing so means making ourselves uncomfortable; and that, when we come across a problem, we marshal all of our energies to solve it. This, more than any elaborate party or turreted workstation, is why I love coming to work in the morning. It is what motivates me and gives me a definite sense of mission. — Ed Catmull

I've always been intrigued, for example, by the way that many people use the analogy of a train to describe their companies. Massive and powerful, the train moves inexorably down the track, over mountains and across vast plains, through the densest fog and darkest night. When things go wrong, we talk of getting "derailed" and of experiencing a "train wreck." And I've heard people refer to Pixar's production group as a finely tuned locomotive that they would love the chance to drive. What interests me is the number of people who believe that they have the ability to drive the train and who think that this is the power position - that driving the train is the way to shape their companies' futures. The truth is, it's not. Driving the train doesn't set its course. The real job is laying the track. — Ed Catmull