Happy New Year!

Traditionally, each New Year is a time to reflect on the “old” and ring in the “new.”  But like Disney and Pixar, we believe that celebrations and “play” should happen throughout the entire year. 

Of course it’s great to celebrate team member milestones – a birthday, an anniversary, a graduation.  We are all for showcasing the talents and accomplishments of an entire team at special times. 

But, on a daily basis, “play” is an essential ingredient that makes work fun and rewarding.  According to Dr. Stuart Brown, founder of the National Institute for Play, “There is good evidence that if you allow employees to engage in something they want to do, [which] is playful, there are better outcomes in terms of productivity and motivation…”   Can you believe that we need a national organization to protect and promote our right to play?!

 No company we know has the value of “play” more entwined in the fabric of their culture than Pixar.  The world-famous creators of the ground-breaking animated feature film, Toy Story, live in the land of scooters.  The story goes that one day John Lasseter brought his son’s scooter into work and began riding it around.  Soon other employees showed up with scooters, and before long, there was a small fleet of them.  Pixar director Pete Docter remarked, “We got into these scooter races – there was a track mapped out, kind of a loop, and we’d time people and write the times on the wall.  We all got into a very fierce competition over who could get the best time.”  In Bill's keynote presentations on the subject of Pixar’s fun-infused innovative culture, he rides in on a scooter and awards it to a participant with the condition that they ride it in their workplace and let everyone know that they are "unleashing their childlike potential!"

Whenever a new Pixar feature film is released, they stage a release celebration – a black-tie luncheon event where the employees don their finest to commemorate the film’s completion and celebrate another dream come true.  Your celebrations don’t have to be on par with the grand Pixar style of ceremonial hoopla.  Just giving people a reason to get out of their offices to celebrate and connect with others in a unique and special way can do wonders for their morale.

Start the New Year off right, and unleash your playful spirit…celebrate all that you value and all that makes life worth living!

Why Disney Customer Service in Government?

Beautiful Ottawa County is located in the southwestern section of Michigan's lower peninsula. Its western boundary is formed by Lake Michigan and its eastern boundary is approximately 30 miles inland.  

Today the County has a population of 260,364 inhabitants and is the 8th most populous county in the state. 

Why Customer Service in County Government?

Most counties consider customer service as a distraction from doing their real work.  At least in the private sector, competitive forces provide an incentive to emulate the outstanding customer service icons like Disney, Starbucks, Zappos or Four Seasons Hotels and Resorts.   So, what difference does it make to have an outstanding Disney-like customer-centric culture in the public sector?  Surely, counties have a monopoly on their services!

Each year, Ottawa County welcomes millions of visitors to its vacation playground. In Holland, people from all over the world come to the Tulip Time festival in the spring.  (It is the third largest such festival in the United States.) Ottawa County's convenient location and rarely-too-warm summer climate have made it a mecca for sportsmen and vacationers alike.  

So, why should this County, with all of its considerable assets, be concerned with customer service?  Al Vanderberg, Ottawa County Administrator, said, "we owe great service to our citizens, our employees and it’s good business….”

For example, when a new business locates within a region, the impact on employment is: (1) a direct impact from the jobs provided by the business itself; (2) an indirect impact if the business buys production materials and services locally; and (3) an induced impact or multiplier effect from the flow of wages spent by new employees, which may provide new jobs in other businesses and in turn the spending of those wages--on and on.  San Jose State University Department of Economics reports that the regional employment multiplier ranges from 1.28 – 3.67.

That means that if a business locates within your county and provides 100 new jobs,  a range from 28 to 267 additional jobs will be created to support the new business.  So if a visiting executive has a good customer serve experience with your county, it certainly may help their decision to locate there, but if they have a terrible customer experience in your county, they will likely choose another place to put down roots. 

 

As part of a total company-wide improvement effort in 2010,  Al Vanderberg began an Ottawa Way Customer Service Initiative.  After reading The Disney Way, Al contacted Bill Capodagli to help Ottawa County adopt a Disney-like customer service culture.

The Journey Begins

In the fall of 2012, Bill Capodagli began working with Al and his Customer Service Steering Team.  The Steering Team is comprised of the key leaders from 33 departments.  The first step was for the Steering Team to understand and become totally immersed in the Disney Way Experience through a series of workshops.

  

During the initial presentation and discussions, Al and his team came to the realization that although the 33 departments ranged from law enforcement to social services, the same Disney Way Experience Model should drive them all.

 Front-Line Management Buy-in

The next step to implementing The Ottawa Way Customer Service culture was a 3-day Leadership Workshop for approximately 100 first-line leaders. 

  

Becoming “customer-centric” is not an activity to be “checked off” during an annual strategic planning process or meaningless performance reviews.  An organization-wide cultural change driven by top management is required for success.  Ultimately, the Dream/Vision, Values and Culture of the organization must be embraced by all employees for the transformation to be realized.   Front-line leadership must not only embrace the new culture they must believe that they have ownership in its development and results. 

The Roll-out

Upon completion of the Leadership Workshops, Al mandated a 3-day Ottawa Way Customer Service Training for all employees.  For the ensuing year, approximately 60-100 employees participated in the training on a monthly basis. You may be asking, “Why does this training need to be conducted over three days?”  A well-trained presenter could deliver the principles in less than a day.  However, if it was that simple, countless organizations would be as magical as Disney!

When employees arrive at the 3-day training, they do so with a set of values that has been ingrained in them over the course of their employment.  Now they are expected to embrace a new set of values, yet they need time to realize that the old values are no longer the best for the organization as a whole.  Through a series of exercises and discussions over the three days, most employees embraced the new values.

The “Hot Seat”

During the afternoon of the second day of the Ottawa Way Customer Service Training, participants experience the “Hot Seat.”.  Al Vanderberg and two of the Steering Team department heads become the “Hot Seat” panel.  Participants are invited to ask the panel any questions pertaining to the Ottawa Way Customer Service Initiative or County operations.  

The purpose of the “Hot Seat” is two-fold.  First:  Top leaders being available, displaying candor and demonstrating support to employees; Secondly: Establishing trust and open communication between top management and the work force

“Brain Trust” Follow-up

 “A hallmark of a healthy creative culture is that its people feel free to share ideas” – Ed Catmull, President of Disney and Pixar Animation Studios

The key to any cultural transformation is frontline leadership.  Their diligent commitment to embracing a shared set of values, attitudes and behaviors is absolutely essential to creating a customer-centric culture.

The Ottawa Way will continue into 2015 with a newly created Leadership "Brain Trust" comprised of 15-20 leaders and a facilitator.  The leaders will complete a Customer Service Implementation Questionnaire with the goal of achieving excellence in categories such as Elements of the Customer Experience and Removal of Barriers to Pride in Workmanship.

Congratulations to Al Vanderberg and his entire workforce for staying the course to achieve "Disney Way" customer-centric cultural excellence!

Pixar Brings the Magic of Walt Disney Back to Disney: Part 2 - True Love

by Bill Capodagli

President of Disney and Pixar Studios, Ed Catmull, and John Lasseter, Chief Creative Officer of the Studios have scored the highest accolade for Disney Animation – Best Animated Feature Film – with their smash hit Frozen.  This is their first such award since it was created in 2001.

The overall message in Frozen is that an act of true love conquers all.  In the final moments of the film, The Snow Queen of Arendelle – Princess Elsa – accidentally freezes the heart of her younger sister, Princess Anna.  Sadly, unless Anna’s heart is thawed by an "act of true love", she will become frozen forever.

A few scenes later, Anna realizes that her beloved Prince Hans is ready to kill Elsa, and refuses to let this happen.  As she hurls herself between the two to save her sister Elsa, she instantly freezes solid.  Anna’s decision to sacrifice herself to save her sister is indeed an "act of true love."  At last, Elsa’s pain turns to joy as Anna begins to thaw right before her eyes! 

Early in Pixar’s history, Ed Catmull and John Lasseter had made a decision that may have sacrificed the very existence of Pixar.  During the creation of Toy Story, their partner, Disney (this was prior to Disney’s acquisition of Pixar in 2006) wanted Woody to be sinister and the movie to be darker.  Remember back…this was Pixar’s big break!  Until Toy Story, Pixar was struggling to keep its doors open.  The project was the opportunity of a lifetime…Disney would produce, co-finance, and distribute the film.  

Based on Disney’s demands, John and his team began to make the film darker and darker.  Then one-day, John said he realized that he wasn’t making the film of his dreams and that he was allowing the Disney executives to steal his passion.  Finally, John and his team decided to push back and challenge their demands.  When the Disney executives realized John’s indignation, they told him to pack up and move his entire team to Disney’s Burbank Studios.  But, John begged for just two more weeks to fix all the things that the Disney executives felt were wrong with the film.  John and his team literally worked around the clock, but they resurrected the original storyline.  Disney was truly amazed, and the results were magical! 

In the same spirit as Princess Anna, John threw himself in front of the Disney “bullies” in order to save the story of Woody and Buzz that he wanted to tell.  Without that act of “true love”, I doubt that Pixar would have been able to produce their string of phenomenal blockbuster hits, nor would they have had the opportunity to bring the magic back to Disney Animation with the Academy-award winning Frozen. 

Pixar Brings the Magic of Walt Disney Back to Disney: Part 1 - The Brain Trust

By Bill Capodagli 

In 2006, newly appointed Disney CEO Bob Iger bought Pixar for $7.4 billion.  Talk about risk taking! Rather than impose the stogy, top down, bureaucratic culture of Disney Animation on Pixar, he not only allowed Pixar to remain a separate unit but graciously handed the leadership of Disney Animation to Ed Catmull and John Lasseter, the executives behind Pixar’s phenomenal success.

So what’s the “secret sauce” of Pixar’s success?; how do they continue to catch lightning in a bottle?; and how did they begin to change the Disney culture?

One of the essential ingredients of Pixar’s success is collaboration.  Pixar president Ed Catmull said, “When technology and art come together magical things happen...Walt Disney understood this.”  One of the ways that Ed and John encourage collaboration is something they call the “Brain Trust.”  Typically, these sessions occur every 12 weeks or whenever the director wants to convene a meeting to make story suggestions as a project develops. After presenting the film in whatever form it may be in, directors, writers, and artists engage in a honest discussion about what they liked and didn’t like.  But the key to the Brain Trust is that there are no formal notes taken and no directives given to the director.  It is totally up to the director and his or her team to decide what to do with the input.

Prior to Disney’s formal acquisition of Pixar, a team from Disney visited  Pixar headquarters just to observe a Brain Trust in action.  The next day, that very same Pixar Brain Trust traveled down to Disney to observe Disney’s very first Brain Trust meeting! Even though it took two years for the Disney Brain Trust process to be totally integrated in the Disney culture, they loved the principle from their very first experience.

So, the Brain Trust groundwork was in place for the production of Frozen.  Collaboration – the heart of the process – was also in place.  When a problem arises, directors from various projects jump in and eagerly help one another.   The Disney culture has changed.  The magic of Walt Disney is back!

Pixar Way Keynote with Bill Capodagli

http://www.digitaljournal.com/pr/1774610

Bill Capodagli to Keynote Innovate Kentucky! - based on the book Innovate the Pixar Way

1st Annual Idea Festival Bowling Green: Creativity and Innovation - Keynote Topic:  Dreams and Dreamers:  How to Innovate like Walt Disney and the Pixarians - Feb, 2014

Innovate the Pixar Way Review

www.youngupstarts.com/2012/10/18/review-innovate-the-pixar-way/

Bill’s Upcoming Keynote for the Oregon State Chamber–Dreams and Dreamers: How to Innovate like Walt Disney and the Pixarians

http://www.oregonstatechamber.org/

Innovate the Pixar Way and Bill in E! Online Article

 

http://www.eonline.com/news/331520/finding-nemo-2-toy-story-4-has-pixar-run-out-of-ideas

Pixar–A Case for Collaboration

Too many companies encourage competition with "employee of the month" or "team of the year" programs. Eliminating competition from the workplace is one of the hardest concepts for most managers to grasp. We are a society that rewards competition through our athletics, classrooms, achievements, etc. Alfie Kohn, author of The Case Against Competition, conducted extensive research on the results of competition in the workplace. After over five years of collecting data, he concluded that the most successful organizations embrace a culture of cooperation. Pixar president Ed Catmull stated that he often has discussions with his counterparts at other studios. The heads of other studios claim that the reason Disney and Pixar are so successful is that they get ALL the BIG IDEAS ideas. But Ed claims that it’s not about the BIG IDEA that will generate a hit such as Toy Story or Up…it’s about the thousands of ideas that come from EVERYONE on a project to produce a magical result!

Bill Capodagli–Featured Keynoter for Manufacturing Innovation 2012

 

Bill Capodagli will be a featured keynote speaker at Manufacturing Innovation 2012 (MI2012) in Orlando on May 9th. This 4-day event is produced by Manufacturing Extension Partnership (MEP) and brings together over 700 manufacturers, industry experts, and MEP field staff to gain valuable information on the latest trends and technologies facing U.S. manufacturers. This event is designed to truly bring the “voice of manufacturing” and “voice of government” to an open, educational and sharing environment that makes a measurable impact on U.S. manufacturing.

Innovate the Pixar Way for Filmmakers

The PIXAR Method: Tricks of the Hit Machine

By John Ott

photo by: JD Hancock

At the time of writing, PIXAR has released its 12th number one box office film, Cars 2. In an industry that expects one out of ten releases to be hit films, their critical and box office track record is unprecedented. Not even the early Disney studio had such a run of success.

You could credit the talents of people who work there, from Chief Creative Officer John Lasseter on down. They are immensely talented people, to be sure. But there are plenty of people with talent in Hollywood. Why has no other studio had the same success?

I believe that PIXAR has certain unique methods that help them craft superior films. And the good news is, because PIXAR began as an outsider company, many of these methods are well within reach of the indie filmmaker. Here are a few new tricks from the old toys…

Perturbate the Model

While a single writer/director is usually the prime creative force behind each PIXAR film, all of the films are regularly subjected to “brutally honest” critiques while in development from a group known as the Brain Trust. The original members of the Brain Trust were Lasseter, Pete Docter (Up, Andrew Stanton (Finding Nemo, Wall-E) and the late Joe Ranft. The group now reportedly includes other directors and creatives like Brad Bird (The Incredibles, Lee Unkrich (Toy Story 3) and Brenda Chapman (The Prince of Egypt). As you can see, the story must withstand scrutiny from a collective with a massive movie IQ.

Finance wizards have an expression: to perturbate the model. They test how models of markets would react in this or that extreme situation. The creative wizards at PIXAR do exactly the same thing. Before they ever start animating a story, it has been rigorously tested. Does this or that plot point make sense? What are the characters’ goals? Is this unique and original? While the ultimate creative decisions rest with the filmmaker, the ones that survive the perturbations from PIXAR’s Brain Trust ultimately result in a stronger story.

But what can an isolated filmmaker do without access to the PIXAR Brain Trust? Start your own. Regularly focus-testing projects with other filmmakers whose opinion you respect is invaluable and now, thanks to social networking, simple to do. Go to some local film festivals or filmmaker events meet other filmmakers and start your own Brain Trust.

Be Willing to Set Projects Aside

If you put years of your life into developing a project, but it just wasn’t ready, would you be willing to put it aside? Walt Disney did this — many times. As someone with the privilege of going through Disney’s archives, I’ve had a chance to see many projects that were delayed or never came to fruition. Disney often resisted commercial pressure to rush a film into production, and guess who else has this habit? John Lasseter, Disney worshipper.

“I’ve got Disney blood running through my veins,” he has been quoted as saying. “I do what I do because of Walt Disney.” [The Sunday Times October 2009] Even before PIXAR had a track record, he threw out the original story for Toy Story and started again from scratch, even though doing so jeopardized a deal with the Disney Studio to help release it. We know from our perch in the present that it all worked out, but at that time, the pressure must have been enormous.

Following Walt Disney’s lead, Lasseter and other executives at PIXAR have taken steps to make such a hard call a easier. They keep a lot of projects in development. This is expensive, but it means they get a choice of projects when the production pipeline is ready.

Most successful indie filmmakers do something similar, if on a smaller scale. They “keep irons in the fire” and are “willing to kill their babies” if it serves the ultimate creative goal: making a great movie.

Play in the Sandbox

When bestselling business authors Bill Capodagli and Lynn Jackson analyzed the corporate culture of PIXAR, they observed a childlike sense of fun in every aspect of the company. One of the keys is the way collaboration is used to constantly “plus” projects. PIXAR employees build on each others’ ideas like kids working to build a massive sandcastle.

Their takeaway: “Innovation does not come from a miraculous revelation … it comes from habitual, nonstop collaboration.” As PIXAR employees eat breakfast cereal (provided free), they can sit around like kids at the breakfast table and bounce ideas off one another. Then they can adjourn to a secret room with a hidden door that opens by pressing a button under a statue (I’m not making this up) as they continue to work on it.

As a filmmaker, you have to feel free to experiment, unleash the imagination that was so strong in childhood. I’m not saying a bowl of Frosted Flakes is the best way to do that. But whatever sort of environment is a creative sandbox for you, make it happen.

There are plenty more PIXAR methods that deserve to be cloned by filmmakers, but I’ll leave it here for now. See you in the sandbox!

John Ott is a writer, filmmaker and founder of the website Making the Movie

MasteringFilm, powered by bestselling Focal Press authors, leading filmmakers, industry experts, and our editorial and marketing team (who live and breathe film every day). We believe creativity has an endless shelf life, and we are passionate about providing you the best resources that help give a longer shelf life to your creations.

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We are committed to publishing high quality books filled with practical hands-on information, dealing with cutting-edge and converging technologies from the experts in the field. You will find practical solutions to problems, examples you can apply to your work, and valuable insights that will help you keep up-to-date in these highly competitive fields.

We deliver to you the techniques that have proved successful for professionals, and inspire you to go further with your craft. Our books demystify ever-changing technologies and help you gain success.

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“Dreams and Dreamers” SHARE Keynote Review

 

On Monday, August 8, SHARE President, Janet Sun took the stage to welcome SHARE attendees and introduce keynote speaker Bill Capodagli of Capodagli Jackson Consulting.

Bill surprised attendees by riding into his presentation on a scooter, which he then gave away to an audience member. This set the tone for a discussion on the importance of building a creative workplace and embracing your inner childlike spirit. Bill’s engaging presentation addressed many of the findings from his latest book, titled Innovate the Pixar Way: Business Lessons from the World’s Most Creative Corporate Playground, which is the definitive account of Pixar’s creative culture. Bill’s approach to the workplace served as a glimpse into the opportunities that can arise from a professional culture where mutual respect, trust, collaboration and fun can produce phenomenal results.

SHARE was proud to host over 1,000 Enterprise IT professionals in Orlando, Florida, August 7 – 12, 2011, for a week filled with deep-dive discussions into the latest industry developments, engaging networking events and new professional connections. SHARE attendees selected from over 500 technical sessions offered during the week, engaged with over 40 industry exhibitors in the Technology Exchange Expo and mingled with fellow IT users to discuss mutual interests and solutions.

SALESFORCEXP FEATURES INNOVATE THE PIXAR WAY

To Infinity and Beyond

Pixar-inspired innovation can make your meetings a hit

By Staff

As published in: SalesForceXP - November-December 2010

In their book Innovate the Pixar Way: Business Lessons From the World's Most Creative Corporate Playground (McGraw-Hill, 2010), authors Bill Capodagli and Lynn Jackson latch on to Pixar Studios' commitment to excellence through imagination.

"It makes no difference if you are making a movie that takes four years or serving a customer that takes four minutes, you have only one chance to deliver that magical, magnetic, enchanting experience for your customer," the authors state.

Because a company's creativity begins during planning sessions, here are three ideas from Capodagli and Jackson that will help your team improve its innovative process during team meetings:

1. Take field trips. Some may be related to particular projects you're working on, while others will feel completely disconnected. In preparation for the animated feature "Cars," Pixar Chief Creative Officer John Lasseter and 11 animators rented white Cadillacs and traveled Route 66. To obtain ideas for designing the "Cars" movie characters, Lasseter visited the actual design studios of several automotive companies.

2. Bring in an outside guest speaker. Have your team spend an afternoon learning how to cultivate bonsai trees, or how to prepare an Italian dinner, or how to make classical music relevant to today's youth. The key is to get the team to expand their thinking outside their normal comfort thinking zone.

3. Conduct quarterly "Gong Shows." Years ago, the Disney organization had something called the "Gong Show," which was patterned after the old TV game show and provided an opportunity for anyone in the company to pitch new film ideas.

WALT DISNEY'S "PLUS-ING" ALIVE AT PIXAR

Walt Disney originally coined the term plus-ing as a way of making something the product or idea better. One of our favorite examples of Walt's plus-ing happened late one year at Disneyland. Walt had decided to hold a Christmas parade at his new park. Knowing that the parade would cost several hundred thousand dollars, Walt's brother Roy and the accountants tried to convince him not to spend the money on such an extravagant event. Their rationale was that park guests were already coming for the Christmas holiday, and no one expected a parade. Walt responded, "That's just the point -we should do the parade precisely because no one's expecting it. Our goal at Disneyland is to always give the people more than they expect. As long as we keep surprising them, they'll keep coming back. But if they ever stop coming, it'll cost us ten times that much to get them to come back." Pixar's president Ed Catmull and chief creative officer John Lasseter have long been inspired by Walt Disney, and plus-ing has become a way of life at Pixar.

Never, ever accept "good enough"...there's always room for improvement.

UPCOMING BOOK - NOVEMBER, 2009!

UPCOMING BOOK - WILL BE ON-LINE SOON AT AMAZON.COM and BARNES AND NOBLE.COM