![]() That specific lesson and value also highlights a feature of Creativity, Inc. that is unusual in today’s surplus of writing on creativity and innovation across industries and markets. The tenet of intensive, democratic collaboration appears here as the belief in anyone being able to talk to anyone else at Pixar about their work, for example, and Catmull conveys it in his memorable recounting of how Toy Story taught him the value of bringing together product managers with artists and technicians. However, Catmull and Wallace make them compelling through tales of their implementation. Many of the ideas here, from fearless ideation and collaboration to tireless communication, are not surprising. Particularly impressive here is an insistence on linking ideas about creative work to behaviors (even ones that ultimately fail). ![]() Yet with characteristic sagacity, Catmull makes clear how these principles should be viewed as starting points rather than ends to be achieved. Indeed, the book’s last words are to avoid confusing the process with the goal and always to remember that that goal is “making the product great.” From managing fear and failure in an organization to protecting new ideas and imposing productive limits, these are 33 gems. ![]() ![]() ![]() The last chapter titled “Thoughts for Managing a Creative Culture,” offers a master class in creative leadership. ![]()
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