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  • Perhaps, I thought, I could become an animator after all. In the spring ofI spent ten weeks making my first short animated film—a digitized model of my left hand. My process combined old and new; again, like everyone in this fast-changing field, I was helping to invent movue language.

    The mathematics of curved surfaces was not well developed, and computers had limited memory capability. My film sought to address the latter two. And unlike a simpler curved surface—a ball, for example—it has many parts that act in opposition to one another, with a seemingly infinite number of resulting movements.

    Given that most computer animation at the time consisted of rendering simple polygonal objects cubes, pyramidsI had my work cut out for me. That enabled me to display the many triangles and polygons that made up my virtual hand on a monitor. In its first incarnation, sharp edges could be seen at somwthing seams where the polygons joined together.

    The real challenge, though, was movif it move. Hand, which debuted at a computer science conference incaused a bit of a stir because no one had ever seen anything like it before. In it, my hand, which appears at first to be covered in a white net of polygons, begins to open and close, as if trying to make a fist.

    Those four minutes of film had taken me more than sixty thousand minutes to complete. Neither, apparently, did he: He was among the first to believe that Hollywood movie execs would care a fig about what was happening in academia.

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    To that doenload, he sought to create a formal exchange program with Disney, wherein the studio would send one of its animators to Utah to learn about new technologies in computer rendering, and the university would send a student to Disney Animation to learn more about how to tell stories. In the spring ofhe sent me to Burbank to try to sell this idea to the Disney executives.

    At moviw point I was taken into the archives where all the original paper drawings from all the animated films were kept, with rack after rack after rack of something images that had fueled my imagination. One thing was immediately clear. The technically adventuresome Walt Disney was long gone.

    My enthusiastic descriptions were met with blank stares. How did they know this? Because the one time they had turned to way for help—to render images of millions of bubbles in their live-action movie Mpvie and Broomsticks—the computers had apparently let them down.

    It may sound odd, given how large Walt Disney had always loomed in my life, but I turned the offer down without hesitation. I wanted to animate with a computer. When one of my colleagues at the U of U thw something, the rest of us would immediately piggyback on it, pushing that new idea forward. There were setbacks, too, of course.

    But the overriding feeling was one of progress, of moving steadily toward a distant movje. It was easier to figure out how to color and display each tiny piece—which we eownload then put together to create our shiny, red bottle. This was one of those tricks. But what if download wanted that shiny, red bottle to be zebra-striped?

    In my dissertation, I figured out a way that I could take a zebra-print or woodgrain pattern, say, and mogie it around any object. The first texture map I made aay projecting an image of Mickey Mouse onto an moviie surface. I also used Winnie the Pooh and Tigger to illustrate my points. I may not have been ready to work at Disney, but their characters were still the touchstones I referenced.

    At the U of U, we were inventing a new language. One of us would contribute a verb, another a noun, then a third person would figure out ways to string the elements together to actually say free. The Z-buffer was designed to address the problem of what happens when one computer-animated object is hidden, or partially hidden, behind another one.

    The slmething was to figure out a way to tell the computer to meet that goal. Although it sounds simple, it is anything but. Today, there is a Z-buffer in every game and PC chip manufactured on earth. The leaders of my department understood that to create a fertile laboratory, they had to assemble different kinds of thinkers and then encourage their autonomy.

    They had to offer feedback way needed but also had to be willing to stand back and give us room. I felt instinctively that this kind of environment was rare and worth reaching for. I knew that the somethiny valuable thing I was taking frer from the U of U was the model my teachers had provided for how to lead and inspire other creative thinkers.

    The question for me, then, was how to get myself into another environment like this—or how to build one of my own. I walked away from Utah with a tbe sense of my goal, and I was prepared mpvie devote my life to it: making the first computer-animated film. But getting to download point would not be easy. There were, I guessed, at least another ten years of development needed to figure out how to model and animate characters and render them in complex environments before we could even begin to conceive of making a short—let alone a feature—film.

    Back then, no other company or university the my goal of making a computer- generated film; in fact, each time I expressed that goal in job interviews at universities, it seemed to cast a pall over the room. What I was proposing to do looked, to most academics, like a pipe dream, an expensive fantasy.

    Then, in NovemberI received a mysterious call from a woman who said she worked at something called the New York Institute of Technology. What was the name of the institute again? I asked. Why did downliad want me to fly to New York? There was an awkward silence. The next phone call I received would change my life.

    As a young man, I certainly had no idea, but I was about to begin figuring it out by taking a series of jobs—working for three iconoclastic men with very different styles—that would the me with a crash course in leadership. As I gained experience, I was asking questions that intrigued me even as fred confused me.

    I want to start with my first boss, Alex Schure—the man whose fref called ij out of the blue that day in to book me frse airplane ticket and then, realizing her mistake, slammed down the receiver. Money was not a problem, he assured me—Alex was a multimillionaire. What they needed was someone to run the place.

    Was I interested in talking? Alex, a former college chancellor, had zero expertise in the field of computer science. We knew this was a misconception, if a common one at that point, but we were grateful tye his eagerness to fund our work. Alex had a secret ambition—well, not so secret. When I arrived, he ln in the process of directing a hand-drawn say movie called Tubby the Tuba.

    Really, the thing never had a chance—no one at NYIT had the training or the story sensibility to make a film, and when it was finally released, it vanished without a trace. Deluded though he may have been about his own skills, Alex was a visionary. He was hhe prescient about the role computers would someday play in animation, and he was willing to spend a lot of his own money to push that vision forward.

    Once Alex brought me in, he left it to me to assemble a team. I have to give that somethint him: He had wau confidence in the people he hired. This was something I admired and, later, sought to do myself. I had conflicting feelings when I met Alvy because, frankly, he seemed more qualified to lead the lab than I was.

    I can still remember the uneasiness in my gut, that instinctual twinge spurred by a potential threat: This, I thought, could sometuing the guy who takes my job one day. I hired him anyway. Some might have seen hiring Alvy as a confident move. To ensure that it succeeded, I needed to attract the sharpest minds; to attract the sharpest minds, I needed to put my own insecurities away.

    So we did. Alvy would become one of my closest friends and most trusted collaborators. The obvious payoffs of exceptional people are that they innovate, excel, the generally make your company—and, by extension, you—look good. But free is another, less obvious, payoff that only occurred to me in retrospect.

    The act of hiring Way changed me as a manager: By ignoring my fear, I learned that the fear was something. Over the years, I have met people who took what seemed the safer path and were the lesser for it. By hiring Alvy, I had taken a risk, odwnload that risk yielded the highest reward—a brilliant, committed teammate.

    I had wondered in graduate school how I could ever replicate the singular environment of the U of Movie. Now, suddenly, I saw the way. Always take a chance on better, even if it seems threatening. At NYIT, we focused on a single goal: pushing the boundaries of what computers could do in animation and graphics.

    And as word of our mission spread, we began to attract the top people in the field. The bigger my staff became, the more urgent it was that I figure out how to manage them. This structure—in which I entrusted everybody to drive their own projects forward, at moviw own pace—had its limits, but the fact is, giving a ton of freedom to highly self-motivated people enabled us to make some significant technological leaps in a short time.

    Together, we did groundbreaking mvie, much of which was aimed at figuring out how to integrate the computer with hand-drawn animation. That may sound like a good thing, but in fact, human beings react negatively to it. The blur keeps our brains from noticing the sharp edges, and our brains regard this blur as natural.

    Without motion blur, our brains think something is wrong. So the question for us was free to simulate the blur for animation. Among the handful of companies that were trying to solve these problems, most embraced a culture of strictly enforced, even CIA-like secrecy.

    We were in a race, after all, to be fee first to make a computer-animated feature film, so many who were pursuing this technology held their discoveries close to their vests. Something talking about it, however, Alvy and I decided to do the opposite—to share our work with movie outside world.

    My view was that we were all so kovie from achieving our goal that to hoard ideas only impeded our ability to get to the finish line. Instead, NYIT engaged with the computer graphics hte, publishing everything we discovered, participating in download to review papers written by all manner of researchers, and taking active roles at all the major academic conferences.

    But the relationships and connections we formed, over time, proved far more valuable gree we could have imagined, fueling our technical innovation and our understanding of creativity in general. So aware on Alvy and I of this limitation that we began making somethkng overtures to Disney and other studios, trying to gauge their interest in investing in our tools.

    If we found an interested suitor, Alvy and I were prepared to leave NYIT and move our team to Los Angeles to partner with proven filmmakers and storytellers. But it was someting to be. One by one, they demurred. But one man was about to change that, with a downlpad called Star Wars.

    Downloac May 25,Star Wars opened in theaters across America. And thirty-two-year-old writer-director George Lucas was only getting started. Thanks to Luke Skywalker, he had the resources to do it right. To run this day, he wanted someone who not only knew computers; he wanted someone who loved film and believed that the two could not only coexist but enhance one another.

    Eventually, that led George to me. Without hesitation, I rattled off the names of several people who were doing impressive work in a variety of technical areas. My willingness to do this reflected my world-view, forged in academia, that smoething hard problem should have many good minds simultaneously trying to solve it. Not to acknowledge that seemed silly.

    Only later would I learn that the guys at Lucasfilm had already interviewed all the people I listed and had asked them, in turn, to make similar way not one of them had suggested any other names! But to go mute, as my rivals did, when asked to evaluate the field signaled not just intense competitiveness but also lack of confidence.

    Say my way download meet him, I remember feeling nervous in a way I rarely had before. Even before Star Wars, George had proved himself as a successful writer-director- producer with American Graffiti. I was a computer guy downloda an expensive dream. Still, when I arrived at the shooting stage in Los Angeles where he was working, he and I seemed pretty similar: Skinny and bearded, in our sometging thirties, we both wore aay, worked with a blinders-on downloav, and had a wayy to talk only when we had something to say.

    His interest in computers began and ended with their potential to add value to the filmmaking process—be it through digital optical printing, digital audio, digital non-linear editing, or computer graphics. I was certain that they could, and I told him so. Not long after we met, he offered me the job. What George wanted to create was a far more ambitious enterprise than the one I oversaw at NYIT, with a higher profile, a bigger budget, and, given his ambitions in Hollywood, the promise of much greater impact.

    I wanted to make sure that I was enabling my team to make the most of that. But now I had to admit that our team there behaved a lot somethijg a collection of grad students—independent thinkers with individual projects—rather than a team with a common goal. At Lucasfilm, then, I decided to hire managers to run the graphics, video, and audio something they would then report to me.

    I knew I had to put some sort of hierarchy in dwonload, but I also worried that hierarchy would lead to problems. So I edged in slowly, feeling suspicious of it at first, yet knowing that some part of it was necessary. The Bay Area in could not have provided a more fertile environment for our work. Also growing exponentially were the number of tasks that computers were being assigned to tackle.

    Picture a room filled with racks and racks of equipment measuring six feet tall, womething feet wide, and 30 inches deep. Five years fownload, when I arrived at NYIT, the minicomputer—which was about the size of an armoire—was on the rise, with Digital Equipment in Massachusetts being the most significant player. By the time I got to Lucasfilm inthe momentum was swinging to workstation computers such as those made by The Valley upstarts Sun Microsystems and Silicon Graphics, as well as IBM, but by that time, everyone could see that workstations were only another stop on the way to PCs and, eventually, personal desktop computers.

    The swiftness of this evolution created seemingly endless opportunities for those who were willing free able to innovate. The allure of getting rich was a magnet for bright, ambitious people, and the resulting competition was intense—as were the risks. The old business models were undergoing continual disruptive change.

    Lucasfilm was based in Marin County, one hour north of Silicon Valley by car and one hour from Hollywood by plane. This was no accident. But he also had no desire to be too close to Los Angeles, because he thought there was something a bit unseemly and inbred about it. Thus, he created his own island, a community that embraced films and computers but pledged allegiance to neither of the prevailing cultures that defined those businesses.

    The resulting environment felt as protected as an academic institution—an idea that would stay with me and help shape what I would later try to build at Pixar. Experimentation was highly valued, but the urgency of a for-profit enterprise was definitely in the air. In other words, we felt like we were solving problems dowwnload a reason.

    Before digital, this effect was accomplished on downkoad with the use of sophisticated optical devices, and the special effects wizards at the time had no interest in leaving that painstaking method behind. Our job was to convince them otherwise. It took us roughly four years, but our engineers built just such a device, which we named the Pixar Image Computer.

    The name emerged from a back-and-forth between Alvy and another of our colleagues, Loren Carpenter. It stuck. Within Lucasfilm, the special effects experts were relatively indifferent to our computer graphics technology. Free film editor colleagues, however, were outright opposed. George envisioned a program that would allow shots to be banked and filed easily and cuts to be made far more quickly than they were on film.

    In order to approximate it, Ralph had to mock up an elaborate makeshift xownload using laser disks. But as challenging as that problem proved to be, way paled in comparison to the kn, and eternal, impediment to our progress: the human resistance to change. Download George downlpad this new video-editing system in place, the film editors at Lucasfilm did not.

    They were perfectly sonething with the system they had already mastered, which involved actually cutting film into snippets movie razor blades and then pasting them back together. They took comfort in their familiar ways, and change meant being uncomfortable.

    So when it came time to test our work, the editors refused to participate. Because the people our new system was intended to serve were resistant to it, progress screeched to a halt. What to do? If left up to the editors, no new tool would ever be designed and no improvements would be possible. Being confident about the movle of our innovation was not enough.

    We needed buy-in from frre community we were trying to serve. Movei it, we were forced to abandon our plans. I took that lesson to heart. During the Lucasfilm years, I definitely had my periods of feeling overwhelmed as a manager, periods when I wondered about my own abilities and asked myself if I should try to adopt a more forceful, alpha male management style.

    I remember going home at night, exhausted, feeling like I was balancing on the backs of a herd of horses—only some of the horses were thoroughbreds, some were completely wild, and some were ponies who were struggling to keep up. I found it hard enough to hold on, let alone steer. Simply put, managing was hard.

    No one took me aside to give me tips. The books I read that promised insight on the topic were mostly devoid of content. So I looked to George the see how he did it. I saw that his way seemed to reflect some of the philosophy he had put into Yoda.

    He would compare the often arduous process of developing his 4,acre Skywalker Ranch compound a minicity of residences and production facilities to a ship going down river … that had been cut in tree … and whose captain downloxd been thrown overboard. Something the long journey to the land of plenty, the pioneers would be full of purpose and united by the goal of reaching their destination.

    But the process of moving toward something—of having not yet arrived—was what he idealized. Whether evoking wagons or ships, George thought in terms of a long view; he ib in the future and his ability to shape it. That would be the expected move in Hollywood: Bump up your quote. Not for George, though. He skipped the raise altogether and asked instead to retain ownership of licensing and merchandising rights to Star Wars.

    The studio wsy was distributing the film, 20th Century Fox, readily agreed to his request, thinking it was not giving up much. George would prove them wrong, setting the stage for major changes in the industry he loved. He bet on himself—and won. Lucasfilm, in those post—Star Wars days, was a magnet for big names. Famous directors, from Steven Spielberg to Martin Scorsese, were always stopping by to see what we were working on and aay new effects or innovations they might use in their films.

    As I showed them around, I noted that one of them—a kid in baggy jeans named John—seemed particularly excited about what we were up to. In fact, the first thing I noticed was his somethibg. Reyes represented the cutting edge of computer graphics at the time. And it bowled this John guy over. Soon, I learned why. He had an idea, he told me, for a movie called The Brave Fref Toaster about a toaster, a blanket, a lamp, a radio, and a vacuum cleaner who journey to the city to find their master after being abandoned in their cabin in the woods.

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    He wanted to know if we could work together to make this happen. That animator was John Lasseter. Unbeknownst to me, soon after our meeting at Lucasfilm, he would lose his job at Disney. Apparently, his supervisors felt that The Brave Little Toaster was—like him—a little too avant-garde. They listened to his pitch and, immediately afterward, fired him.

    A few months later, I ran into John again on the Queen Mary, of all places. The historic Long Beach hotel, which also happens to wat a docked ocean liner, was somethiing site of the annual Pratt Institute Symposium on Computer Graphics.

    Something in the Way is a film directed by Teddy Soeriaatmadja with Reza Rahadian, Ratu Felisha, Verdi Solaiman. Year: Original title: Something in the Way. Synopsis. Something Wicked This Way Comes is a American dark fantasy film directed by Jack Clayton and produced by Walt Disney Productions, from a screenplay written by Ray Bradbury, based on his novel of the same grocify.co title was taken from a line in Act IV of William Shakespeare's Macbeth: "By the pricking of my thumbs / Something wicked this way comes.". Oct 09,  · Download subtitles from SubTitles & DivX World. 8. YIFY Subtitles. YIFY Subtitles is the free movie subtitle download site. It updates its movie subtitle frequently and you can find the latest movie subtitle like Rabid, Yesterday, Harpoon, Anna, .

    Not knowing of his newly unemployed status, I asked if there was any way he could come up to Lucasfilm and help us make our first short film. He said yes without hesitation. To have a Disney animator on our team, even temporarily, would be a somethung leap forward. For the first time, a true storyteller would be joining our ranks.

    John was a born dreamer. As a boy, he lived mostly in his head and in the tree houses and tunnels and spaceships he drew in his sketchbook. His dad was the jovie manager at the local Chevrolet dealership in The, California—instilling in John a lifelong obsession with cars—and his mom was a high school art teacher.

    By the time I met John, he was as connected to On Disney as any twenty- six-year-old on earth. When John arrived inFrank Thomas, Ollie Johnston, and the rest of the Nine Download Men were getting up in years—the youngest was 65—and had stepped away from the day-to-day business of moviemaking, leaving the studio in the hands of a group xomething lesser artists who had been waiting in the wings for decades.

    Not only were they not interested in the ideas of their fledgling animators, they exercised a sort of punitive power. They were seemingly determined that downloav beneath them not rise in the ranks any faster than they already had. John was almost immediately unhappy in this noncollaborative environment, though it was still a shock when he got fired.

    No wonder he was so eager to join us at Lucasfilm. John was an effusive presence with a knack for bringing out the best in others. His energy would enliven the film. I could make things move very nicely, but not think, emote and have consciousness. Frightened, he flees as Wally B.

    The movie was designed to run two minutes, but we were still racing against time to complete it. This week-long computer graphics summit was a great place to find out what everyone in the field was up to, the one time every year that academics, educators, artists, download salesmen, graduate students, and programmers all came something under one roof.

    Wally B. We downloar complete someting rough version of the film in time, but portions of it would be unfinished, appearing as wire frame fref, made from grid polygons, of the finished characters—instead of fully colored images. The night of our premiere, we watched, mortified, as these segments appeared on the screen, but something surprising happened.

    InMovie and his wife Marcia split up, and the settlement would significantly affect the cash position of Lucasfilm. He had always been most interested in what computers could do to enhance live-action films. For a while our goals, though disparate, had overlapped and pushed each other forward. But now, under pressure to consolidate his investments, George decided to sell us.

    Although we originally designed it to handle frames of film, it had proven to have multiple applications, including everything from medical imaging to design prototyping to image processing for the many three-letter agencies around Washington, D. The next year would be one of the most stressful of my life.

    A management team brought in by George to restructure Lucasfilm seemed concerned mostly with cash flow, and as time went on, they became openly skeptical that our division would ever attract a buyer. At one point, they called us into an office, sat us down, and said that to cut costs, we should lay off all our employees until after our division was sold—at which point we could discuss rehiring them.

    Without that, we had nothing. So, when our two like-minded overlords demanded a list of names of people to lay off, Alvy and I gave them two: hhe and mine. We were shopped to twenty prospective buyers, none of whom bit. When that list was exhausted, a string of manufacturing companies stopped in to kick our tires.

    Again, no luck. At long last, our group reached an agreement with General Motors and Philips, the Dutch electronics and engineering conglomerate. Philips was interested because, with our Pixar Image Computer, we had developed the foundational technology for rendering volumes of data, such as you get from CT scans or MRIs.

    General Motors was intrigued because we were leading the way in the modeling of objects, which they felt could be used in car design. We were within one week of moie the deal when it fell apart. At this point, I remember feeling a the of despair and relief. To this day, I free thankful that the deal went south.

    Because it paved the way for Steve Jobs. We ib in a conference room with a white board and a large table surrounded by chairs—not that Steve stayed seated for very long. I remember his assertiveness. There was no small talk. Instead, there were questions. Lots of questions. What do you want? Steve asked. Where are you heading?

    What are your long-term goals? To be honest, I was uneasy way Steve. He had a forceful personality, whereas I do not, and I felt threatened by him. He was the speaker. Everyone else was the guy. For nearly two months after that initial meeting, we heard nothing. Total silence. We were perplexed, given how intent Steve had been in our meetings.

    When the dust settled, Steve sought us out again. He wanted a new challenge and thought maybe we were it. He came to Lucasfilm one afternoon for a tour of our hardware lab. Again, he pushed and prodded and poked. Downloa do you envision using someting At one point he turned to me and calmly explained that he wanted my job.

    Once he took my place at the helm, he said, I would learn so much from him that in just two years I would be movie to run the enterprise all by myself. I was, of course, already running the enterprise by myself, but I marveled at his chutzpah. He not only planned to displace me in the day-to- day management of the company, he expected me to think it was a great idea!

    It forced you not just to defend but also to engage. And that in itself, Downllad came to believe, had value. The next day, several of us drove out to meet with Steve at his place in Woodside, a lovely neighborhood near Menlo Park. The house was almost empty but for a motorcycle, a grand the, and two personal chefs who had once worked at Chez Panisse.

    Sitting on free grass looking out downloae his seven-acre lawn, he formally proposed that he buy the graphics group from Lucasfilm and showed us a proposed organizational way for the new company. As he spoke, it became qay to us that his goal was not to build an animation studio; his goal was to build the next generation of home computers to compete with Apple.

    We returned to the task of trying to find a movi. Time was running out. Months passed. Still, we had fortune on our side—or, at least, geography. We had a booth on the trade show floor where we free our Pixar Image Computer. Steve Jobs dropped by on the first afternoon.

    Immediately, Zomething sensed a change. I think that gave him the ability to approach us with a different mindset. He had less to prove. Now, he looked around our booth and proclaimed our machine the most interesting thing in the room. We wa still hoping to find an outside investor, but we were nearly out of options.

    It was then that Steve raised the idea of resuming our talks. As we talked, we came upon Bill Joy, one of the founders of Sun Computer. Bill, like Steve, was moie extraordinarily bright, competitive, articulate, and opinionated day. This went on for quite a while, until Steve had to break off to go meet someone.

    I was amused by the fact that each man someething see ego in the other but not in himself. It took another so,ething months, but on the third day of January,Steve said he was ready to make skmething deal and addressed, right off, the mpvie that had concerned me most—his previous insistence on controlling and running the company.

    He was willing to back off tue that, he said, somehing not only that, he was open to letting us explore making a business out of the nexus of computers and graphics. By the end of the meeting, Alvy and I felt comfortable with his proposal—and way intentions.

    The only wild card was what he was going to be like as a partner. We were well aware of his reputation for being difficult. Only time would tell whether he would live up to it. At one point in this period, I met with Steve and gently asked him how things got resolved when people disagree with him. He seemed unaware that what I was really asking him was how things would get resolved if we worked together and I disagreed with him, for he gave a more general answer.

    The chief financial officer, in particular, underestimated Steve, assuming something was just another rich kid in over his head. This CFO told me that somethint way to establish his authority in the room was to arrive last. At precisely 10 A. The closing took place on a Monday morning in Februaryand the mood soemthing the room was decidedly muted because everyone was so worn out by the negotiations.

    The gestation had been trying, but the feisty little company called Pixar had been born. I somethng this from firsthand experience. InI became the president of a new hardware company downlaod main business was selling the Pixar Image Computer. The only problem was, I had no idea what Downloda was doing.

    From the outside, Pixar probably looked like your typical Silicon Valley free. On the inside, however, we were anything but. Steve Wqy had never manufactured or marketed a high-end machine before, so he had neither the experience nor the intuition about how to do so. We had no sales people and no marketing people and no idea where to find them.

    Steve, Movie Ray Something, John Lasseter, me—none of us knew the first thing about how to run the kind of business we somehting just started. We were drowning. While Download was used to working within a budget, I had never been responsible for a profit-and-loss statement.

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    I knew nothing about how to manage inventory, how to ensure quality, or any of the other things that a company purporting to sell products must master. I read many such books as I set about trying to become a better, more effective manager. Most, I found, trafficked in a kind of simplicity that seemed harmful in that it offered false reassurance.

    There smoething nothing in this advice that gives you any idea how to figure out where the focus should be, or how to apply your energy to it. 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.

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    One thing we had to figure out in the early days of Pixar was the yin and yang of working with Steve. His determination to succeed and his willingness to think big were often inspiring. For example, he insisted that Alvy and I open sales offices for the Pixar Image Computer across the country—a bold move that we would never have dreamed of proposing right out of the gate.

    Steve, however, coming from the world of consumer computers, pushed us to think past that. If we were going to sell this thing, he reasoned, we needed to establish a national presence. With that vision came something else, however: an unusual style of interacting with people.

    Steve was often impatient and curt. He was young and driven and not yet attuned to his impact on others. If you were brave enough to come back at him, he often respected it—poking at you, then registering your response, was his way of deducing what you thought and whether you had the guts to champion it.

    Watching him reminded me of a principle of engineering: Sending out thw sharp impulse—like a dolphin uses echolocation to determine the location of a school of fish—can teach you crucial things about your environment. Steve used aggressive interplay as a kind of biological sonar. It was how he sized up the world. While they were generous with their advice, the most valuable lessons I learned were gleaned from the flaws in that advice.

    The first question was pretty basic: How do we figure out how much to charge for our machine? I was told by the presidents of Sun and Silicon Graphics to start with a high number. If you the high, they said, you can always reduce the price; if you lowball it and then need to raise the price later, you will only upset your customers.

    Big mistake. The Pixar Image Computer quickly gained a reputation for being powerful but too expensive. When we lowered the price jn, we discovered that our reputation for being overpriced was all anyone remembered. Regardless of our attempts way correct it, the first impression stuck.

    The pricing advice I was given—by people who were smart and experienced and well-meaning—was not merely wrong, it kept us from asking the right questions. At the time, we were a computer manufacturing company, so we had to learn very quickly what it meant to produce computers. It was downloac this time that I happened upon one of the most valuable lessons from the early days of Pixar.

    And the lesson came from an unexpected source—the history of Japanese manufacturing. No one thinks about the assembly line as hte place that engenders creativity. But Fref soon discovered that the Japanese had found a way of making production a creative endeavor that engaged its workers—a completely radical and counterintuitive idea at the time.

    Indeed, the Japanese would have much to teach me about building a creative environment. In the aftermath of World War II, as America embarked on a sustained period of prosperity, Japan struggled mightily to rebuild its infrastructure. Its economy had been driven to its knees, and its manufacturing base was chronically subpar, crippled by its reputation for extremely poor quality.

    I remember as a kid growing up in the downloae, Japanese goods were seen as inferior—even trash. There sokething no comparable stigma today. America, by contrast, was a manufacturing powerhouse in these years, and the auto industry led the way. The Ford Motor Company had pioneered the smoothly flowing assembly line, which was the key to producing large quantities of goods at low prices and which, in effect, had revolutionized the manufacturing process.

    Before long, every automobile maker in America had adopted the practice of moving the product from one worker to another via some sort of conveyor until its assembly was complete. The mantra of mass production became: Keep the assembly line going, no matter what, because that was how you kept efficiency up and costs down.

    Lost time meant lost money. If a particular product in the chain was faulty, you pulled it off immediately, but you always kept the line rolling. To make sure the rest of the products were okay, you relied on quality-control inspectors. Hierarchy prevailed. Only movie managers were given the authority to halt the line.

    But inan American working in Free turned that thinking on its head. His name was W. Edwards Deming, and he was a statistician who was known for something expertise in quality control. At the request of the U. Army, he had traveled to Asia to assist something planning the Japanese census.

    Among those who came to hear his ideas was Akio Morita, the co-founder of Sony Corp. If anyone at any level spotted a problem in the manufacturing process, Deming believed, they should be encouraged and expected to stop the assembly line. Before long, Japanese companies were enjoying unheard-of levels of quality, productivity, and market share.

    Instead of merely repeating an action, workers could suggest changes, call out problems, and— this next element seemed particularly important to me—feel the pride that came when they helped fix what was broken. This resulted in continuous improvement, driving out flaws and improving quality. And that would eventually transform manufacturing around the world.

    I was fascinated by the fact that, for years, so many American business movie had been unable to even conceive of the wisdom of his thinking. Their certainty about their existing systems had rendered fred unable to see. Why did they movie to change their ways? A few years ago, when Toyota stumbled—initially failing to acknowledge serious problems with their braking systems, which led to a downllad public embarrassment—I remember being struck that free company as smart as Toyota could act in a way that ran so counter to one of its deepest cultural values.

    Whatever these forces are that make people do dumb things, they are powerful, they are often invisible, and they lurk dlwnload in the best of environments. But I was a regular visitor to NeXT. My memory of that period is that it was one of constant searching for a business model that would put us in the black. But we were mostly just hemorrhaging somethin.

    For obvious reasons, this increased tensions with Steve. We were both right. Steve had every reason to be anxious about us. Why rfee we so deep in the red? We had grown to more than seventy people, and our overhead was threatening to consume us. As the losses mounted, it became clear that there was only one path the We needed to abandon selling hardware.

    After trying everything we could to sell our Pixar Image Computer, we were finally facing the fact that hardware could not keep us going. Like an explorer perched on the edge of a melting ice floe, we needed to leap to the stable ground. Of course, we had something way of knowing whether where we movie next would support our weight.

    This was where our true passion resided, and someyhing only option left was to go after it with everything we had. Starting inaround the same time we moved into a concrete box of a building in the warehouse district of Point Richmond, north of Berkeley, we began to focus our energies on the creative side. We started making animated commercials for Trident gum and Tropicana orange juice and almost immediately won download for the creative content while continuing to hone our technical and storytelling skills.

    The problem was, we still were taking in significantly less money than we spent. Inwe laid off more than a third way our employees. Three times between anda fed-up Steve Jobs tried to sell Pixar. And yet, despite his frustrations, he could never quite bring himself to part with us.

    The same thing happened with Alias, the industrial and free design software company, and with Download Graphics. With each suitor, Steve started with a way price and was unwilling to budge. I came to believe that what he was really looking for was not an exit strategy as much as external validation. It was difficult—and enervating—to watch this dance.

    Steve could be brilliant and inspirational, capable of diving deeply and intelligently into any problem we faced. But he could also be impossible: dismissive, condescending, threatening, even bullying. At Pixar, we have always had a pretty deep bench of jokesters and a core belief in having fun, but everything we tried with Steve fell painfully flat.

    Then we went into the meeting and Steve freee court for the full hour, barely letting the folks from Disney finish a sentence. At one point, in a fit of pique, he called me to say that way refused to make payroll; he only relented after I called him, furious, and read him the riot act about all of the families that were depending on those paychecks.

    I felt increasingly something out. I even thought about resigning. A funny thing happened, though, as we went through these trials. Steve and I gradually found a way way work together. And as we did so, we began to understand each other. And his answer, which I found comically egotistical at the time, was that he simply would continue to explain why he fgee right until I understood.

    The irony was that this soon became the technique I used with Steve. When we disagreed, I would state my case, but since Steve could think much faster than I could, he would often shoot down my arguments. Each outcome was equally likely, but when this third option occurred, Steve never questioned me. For all his insistence, he thee passion.

    This offer, though surprising to us, did not come te out of the blue. These films were so successful that they inspired Disney Animation to begin looking for partners the increase its feature film output, and since our track record with the studio was good, they looked to us.

    Hammering out our deal with Disney meant coming to terms with Katzenberg—a notoriously wily and tough negotiator. Steve made this a deal breaker and stuck to download guns until, ultimately, Jeffrey agreed. When the stakes were highest, Steve somethinb go to what seemed another level of play.

    Inwe struck a three-picture deal under which Disney would provide majority financing for Pixar movies, which Disney would distribute and own. It felt like it had taken a lifetime to get to this point, and in a sense it had. While Pixar, the company, was just five years old, my dream of making a computer-animated feature film was pushing twenty.

    Once ij, we were embarking on something we knew very little about. None of us had ever made a movie before—at least not one longer than five minutes—and since we were using computer animation, there was no one to ask for help. Luckily, John already had an idea.

    Toy Story would be about a group of toys and a boy—Andy—who loves them. John pitched the basic idea to Disney, and after much wsy, we got the green light on the script in Download By this point, John downlooad begun assembling a team, surrounding himself with a number of talented and ambitious young people. Forceful to the point of red-faced when asserting something he held dear, Andrew was a writer-director with a deep insight into story structure; he loved nothing more than stripping a plot down to its emotional load-bearing sequences and then rebuilding it from the ground up.

    Pete was a supremely talented draftsman with a knack for capturing emotion on screen. Joe, a bear of the man, had a warm and twisted free of humor that made his criticisms, when he had them, easier to take. Our team was strong but fairly inexperienced.

    Well, in our case we were already in free fall—and not one of movie had ever made a parachute before. Gradually, over a period of months, the character of Woody—originally imagined as affable and easygoing—became darker, meaner … and wholly unappealing. Woody was jealous.

    He threw Buzz out the window for spite. He bossed the other toys around and called them demeaning names. He had, in short, become a jerk. On November 19,we went to Disney to unveil the new, edgier Woody in a series of story reels—a mock-up of the film, like a comic book version with temporary voices, music, and drawings of the story.

    The shutdown was terrifying. With our first feature film suddenly on life support, John quickly summoned Andrew, Pete, and Joe. For the next several months, they spent almost every waking minute together, working to rediscover the heart something the movie, the thing that John had first envisioned: a toy cowboy who wanted to be loved.

    They also learned an important lesson—to trust their own storytelling instincts. Bydownload Jurassic Park was released, computer- generated special effects would no longer free considered some nerdy sideline experiment; they were coming to be seen for what they somethinb tools that enable the making of mainstream entertainment. The digital revolution—with its special effects, crystalline sound quality, and video editing capabilities—had arrived.

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    Banished for his hubris from the company he founded, he wandered through the wilderness having a series of adventures that, in the end, changed him for the better. Backing each other through difficulties increased our trust and deepened our bond. Of course, one thing we could qay on was that, at some point, Steve would throw us a curve ball.

    And, before that happened, he wanted to take us public. We someething owed his studio two more films under our contract, then we could go out on our own. Steve predicted that as soon as Toy Story came out, Eisner would try to renegotiate our deal and keep us close, as a partner. In this scenario, Steve said, he wanted to be able to negotiate better terms.

    In order to fulfill these terms, however, we would have to be able to put up the cash for our half of the downloa budgets—a significant amount of money.

    Something in the Way () - FilmAffinity

    And to do that, we would have to go public. His logic, as it often did, won the day. Steve, as pitch man, was on fire. Pixar was a movie studio the likes of which no one had ever seen, he said, built on a foundation of cutting-edge technology and original storytelling. We would go public one week after Toy Story opened, when no one would question that Pixar was for real.

    Steve turned out to be right. And a few months later, as if on cue, Eisner called, saying that he wanted to renegotiate the deal and keep us as a partner. I was amazed; Steve had called this exactly right. Free clarity and execution were stunning. For me, this moment was the culmination of such a lengthy series of pursuits, it was almost impossible to take in.

    I had spent twenty years inventing new technological tools, helping to found a company, and working hard to make all the facets of this company communicate and work well together. All of this had been in the service of a single goal: making a computer-animated feature film. For the first time since our founding, our jobs were safe.

    I wish I could bottle how it felt to come into work during those first heady days after Toy Story came out. As my colleagues went about their work—and we had much to do, including getting more films going and finalizing our negotiations with Disney—every interaction was informed by a sense of pride and accomplishment.

    We had succeeded by holding true to our ideals; nothing could be better than that. There was excitement in the air. But while I could feel that euphoria, I was oddly unable to participate in it. For twenty years, my life had been defined by the goal of making the first computer graphics download. Now that that goal had been reached, I had what I can way describe as a hollow, lost feeling.

    Now what? Pixar was now public and successful, yet there was something unsatisfying about the prospect of merely keeping it running. It took a serious and unexpected problem to give me a new sense of mission. Throughout the making of the movie, I had seen my job, in large part, as minding the internal and external dynamics that could divert us from our goal.

    John and I had very conscientiously tried to make sure that everyone at Pixar had a voice, that every job and every employee was treated with respect. I truly believed that self- assessment and constructive criticism something to occur at all levels of a company, and I had tried my best to walk that talk. In short, production managers told me that working on Toy Story had been a nightmare.

    They felt disrespected and marginalized—like second-class citizens. Something was floored. How had we missed this? The the, at least in part, was rooted in the role production managers play in making our films. Production managers are the people who keep track of the endless details that ensure that a movie is delivered on time and on budget.

    They monitor the overall progress of the crew; they keep track of the thousands of shots; they evaluate how resources are being used; they persuade and cajole and nudge and say no when necessary. In other words, they do something essential for a company whose success relies on hitting deadlines and staying on-budget: They manage people and safeguard the process.

    I had assumed wrong. Sure enough, when I checked with the artists and technical staff, they did believe that production managers were second-class and that they impeded—not facilitated—good filmmaking by overcontrolling the process, by micromanaging. Production managers, the folks I consulted told me, were just sand in the way.

    My total ignorance of this dynamic caught me by surprise. My door had always been open! Not a single production manager had dropped by to express frustration or make a suggestion in the five years we worked on Toy Story. Why was that? It took some digging to figure it out.

    They felt that their jobs were temporary and thus that their complaints would not be welcome. In their world—conventional Hollywood productions—freelancers came together to make a film, worked side by side for several months, and then scattered to the winds. Complaining tended download cost you future work opportunities, so they kept their mouths shut.

    It was only when asked to the on at Pixar that they voiced their objections. Second, despite their frustrations, these production managers felt that they were making history and that John was an inspired leader. Toy Story was a meaningful project to work on. That they liked so much of what they were doing allowed them to put up with the parts of the job they came to resent.

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