Creativity, Inc.

Overcoming the Unseen Forces That Stand in the Way of True Inspiration

by Ed Catmull , Amy Wallace

Number of pages: 368

Publisher: Random House

BBB Library: Creativity and Innovation, Corporate Success

ISBN: 978-0812993011

About the Authors

Ed Catmull : He is the cofounder of Pixar Animation Studios and president of


Amy Wallace : She is a journalist whose work has appeared in Wired, The


Editorial Review

In this book is we know how to build a creative culture for managers who want to lead their employees to new levels of creativity, innovation, and originality. Creativity, Inc. is a trip into Pixar Animation.

Book Reviews

“ He takes readers inside candid discussions and retreats at which participants, assuming the early versions of movies are bad, explore ways to improve them. Unusually rich in ideas, insights and experiences, the book celebrates the benefits of an open, nurturing work environment.” –Kirkus.

“Subtitled, “Overcoming the unseen forces that stand in the way of true inspiration”, Creativity, Inc sets out to explain how Pixar became one of the world’s most loved filmmakers. Its co-founder Catmull charts the company’s rise in tandem with his own, from his childhood dream of becoming a Disney animator to his current position as the president of Disney and Pixar Animation Studios.” –The Independent

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Wisdom to Share

When it comes to creative inspiration, job titles and hierarchy are meaningless.

Don’t let resentments fester. Give people a chance to express their frustrations about the screw-ups, then they are better able to let them go and move on.

In general, people are hesitant to say things that might rock the boat. Braintrust meetings, dailies, postmortems are all efforts to reinforce the idea that it is okay to express yourself.

Rejecting failure and avoiding mistakes seem like high-minded goals, but they are fundamentally misguided.

The truth is, if you fund thousands of research projects, some will have obvious, measurable, positive impacts, and others will go nowhere.

Always try to hire people who are smarter than you. Take a chance on better, even if it seems like a potential threat.

Give a good idea to a mediocre team, and they will screw it up. Give a mediocre idea to a great team, and they will either fix it or come up with something better.

Originality is fragile. And, in its first moments, it’s often far from pretty.

Unleashing creativity requires that we loosen the controls, accept risk, trust our colleagues, work to clear the path for them, and pay attention to anything that creates fear.

Our job as managers in creative environments is to protect new ideas from those who don’t understand that in order for greatness to emerge, there must be phases of not-so-greatness.