"Focus, focus, focus!" (This last one was a particular favorite piece of nonadvice.When people hear it, they nod their heads in agreement as if a great truth has been presented, not realizing that they've been diverted from addressing the far harder problem: deciding what it is that they should be focusing on. It ends up being advice that doesn't mean anything.) These slogans were offered as conclusions-as wisdom-and they may have been, I suppose. But none of them. gave me any clue as to what to do or what I should focus on.

The co-founder and longtime president of Pixar updates and expands his 2014 New York Times bestseller on creative leadership, reflecting on the management principles that built Pixar’s singularly successful culture, and on all he learned during the past nine years that allowed Pixar to retain its creative culture while continuing to evolve. “Might be the most thoughtful management book ever.”—Fast Company   For nearly thirty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner eighteen Academy Awards. The joyous storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, 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, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the twenty-five movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on 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. • 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 not mirror its organizational structure. Everybody should be able to talk to anybody. Creativity, Inc. has been significantly expanded to illuminate the continuing development of the unique culture at Pixar. It features a new introduction, two entirely new chapters, four new chapter postscripts, and changes and updates throughout. Pursuing excellence isn’t a one-off assignment but an ongoing, day-in, day-out, full-time job. And Creativity, Inc. explores how it is done.

personaldevelopment

Personal Development

writing

Reading & Writing

teamwork

Teamwork

creativity

Creativity

books

Books

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 not mirror its organizational structure. Everybody should be able to talk to anybody.

Amy Wallace was an American writer. She was the daughter of writers Irving Wallace and Sylvia Wallace and the sister of writer and populist historian David Wallechinsky.

Amy Wallace

Edwin Earl "Ed" Catmull, PhD is a computer scientist and current president of Walt Disney Animation Studios, DisneyToon Studios, and Pixar Animation Studios. As a computer scientist, Catmull has contributed to many important developments in computer graphics.

Ed Catmull

Creativity, Inc.

Creativity, Inc. (The Expanded Edition)

Confusions compel you to think. Clarity compels you to act.

A common man’s guide to stock investing Stocks offer magnificent wealth creation opportunities. Are you ready to test the waters? Stocks are simple, yet powerful investment tools. But lack of knowledge, patience and faith make them a dangerous gamble. And so, people dread entering the stock market when it should be an inseparable part of their portfolio. The Autobiography of a Stock takes a unique look at the problem—through the eyes of Mr. Stock.  Gobind, a young man eager to invest, approaches Mr. Stock for guidance through the roller-coaster ride of buying a stock, holding on to it and finally exiting it in time. Join him on his exhilarating journey, complete with its soaring heights and dismal lows, in a real market scenario, with real stocks and real data. Learn with him as he discovers 101 unforgettable lessons in the dynamic world of stocks. Tried, tested and thoroughly practical, these lessons are stock market scripture that can bring you not only excellent returns but also long-term wealth in volatile situations—be it the rise and fall of Yes Bank, the meteoric rise of Reliance Industries, or a black swan event like the COVID 19 pandemic. MANOJ ARORA is a gold medalist in engineering from AMU, Aligarh. In his career spanning more than two decades, he has worked for Fortune 500 organisations across the globe including IBM, L&amp;T and TCS. An IT-professional-turned-author, he has to his credit multiple bestsellers on dreams, parenting, money and happiness. Founder Trustee of Kalpavriksha—a tree plantation NGO, Manoj lives by his life’s mission to elevate the world around him. “…provide[s] understanding of basics without much of technical jargon!” —K V NARAYANAN, Former VP, Tata Consultancy Services

Creativity, Inc. (The Expanded Edition)

The Autobiography of a Stock, Second Edition

Kaushik Mahalengam