Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration (The Expanded Ed.)

《玩具總動員》25週年紀念版
紐約時報暢銷書、金融時報年度最佳好書、馬克‧祖克伯圖書俱樂部選書
皮克斯∕迪士尼動畫總裁、2019年電腦科學界諾貝爾獎「圖靈獎」得主
告訴你皮克斯的創意從何而來、為何能稱霸至今
向全世界最有創意的公司學習
創意型產業經營者與工作者不可不讀的書

這不是一本回憶錄，而是要分享我們發現問題、解決問題，以及保護創意與創新文化的方法。
──艾德‧卡特莫爾

自1995年以《玩具總動員》創下史無前例的成功後，由皮克斯出品的動畫電影，幾乎沒有敗筆：《怪獸電力公司》《海底總動員》《超人特攻隊》《料理鼠王》《天外奇蹟》《腦筋急轉彎》《可可夜總會》……，每一部都創造票房佳績，也為電腦動畫設立了技術與藝術的標竿。

然而，在此之前，皮克斯只是一家虧損不堪的電腦硬體公司。他們到底是如何從谷底翻身、攀登顛峰，還能不斷以令人驚豔的絕佳創意，占穩領先地位，至今無人能敵？

皮克斯從無到有，到與迪士尼合併之後持續成功的32年間，卡特莫爾都是舉足輕重的領導人。但在本書中，他沒有吹噓皮克斯有多成功，而是坦率真誠地說出皮克斯的掙扎、挑戰、他們犯了什麼錯，以及如何從中學習。

● 面對大公司迪士尼的購併，小公司皮克斯要如何保有自己的獨立性與文化？
● 公司的創意與製作部門出現嚴重裂痕、彼此憎恨，該怎麼處理？
● 電影上映前不到一年，才發現一切必須重新來過，要如何達成不可能的任務？
● 創意人員陷入瓶頸、迷失方向時，如何協助他們走出困境？
● 員工不敢說出內心想法、意見與批評，如何才能改變？
● 一旦成功，就開始害怕失敗、不敢冒險，該如何突破？

身為一個光靠「創意」便創造出百億美元產值的企業經營者，卡特莫爾自認最重要的使命，就是清除所有破壞創造力的障礙與陷阱。透過本書，你將學會如何避開這些陷阱、讓自己與企業永保創意活力。

★皮克斯的經營哲學★
• 如果同事寧願在走廊說真話，而非在會議室，你就有麻煩了。
• 把好點子交給平庸的團隊，他們很可能搞砸；把平庸的點子交給傑出的團隊，他們不是修正，就是想出更好的點子。只要找到對的團隊，就會想出對的點子。
• 永遠要雇用比你聰明的人，即使可能對你造成威脅。
• 不要以為只要避免犯錯，就不會出錯。避免犯錯的成本往往遠高於解決問題的成本。
• 信任不代表相信對方不會搞砸，而是在事情搞砸時，相信他們有辦法解決。
• 創意環境的主管要保護新點子，優秀的作品必然歷經不優秀的階段。我們要保護未來，而非過去。
• 變化和不確定是生活的一部分。我們的任務不是抗拒，而是培養從挫折中恢復的能力。

本中文書介出自《創意電力公司: 讓創意與商業完美結合、企業永續成功的祕密》遠流出版事業股份有限公司出版

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.