"Bill, you were awesome and the evaluations rated you a 5 out of 5 so, thank you very much for closing our conference in such an upbeat and dynamic way!"
Mike McLaran, Oregon State Chamber of Commerce and Washington Chamber of Commerce Executives Joint Conference Chair
Showing posts with label Pixar Innovation. Show all posts
Showing posts with label Pixar Innovation. Show all posts
Friday, November 9, 2012
Thursday, August 16, 2012
Friday, March 9, 2012
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!
Monday, February 27, 2012
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.
Wednesday, July 7, 2010
Innovation in the Disney Stores!
Last week, Disney relaunched its Disney Store concept with the grand opening of their Montebello, California store, located near LA. What a makeover it is…some might say it's more of a “theme park” than a store. This high-tech attraction-focused “dream” store is the prototype for more than 20 newly designed Disney Store locations in the US and Europe that will open this year. The Montebello store has the first-ever Disney-Pixar CARS-branded RIDEMAKERZ experience in which kids of all ages can build toy cars, the initial line-up being Lighting McQueen, Mater and Sally! The Disney-Pixar CARS-branded RIDEMAKERZ attraction is a one-of-a-kind immersive car building and customizing experience.
The 4,800-plus square foot store's floor-to-ceiling remodel now features multimedia technology, interactive storytelling and Disney Store exclusive merchandise that bring Disney's most beloved characters to life for families in the local community. Naturally, the latest and greatest technology is integrated throughout the new store to create magical moments for guests.
And, there’s a "Pixie Dust Trail" that leads guests through the store and to major interactive elements as they enjoy a Disney-themed skyline and surrounding magical trees which are programmable with changing colors, images, and music set to an array of Disney themes. The new store is organized by franchise neighborhoods anchored by “hero fixtures” so it easy to seek out your favorite character or theme of interest.
The new store concept features an interactive kiosk with touch screen that leads the guests into an animated experience in shopping, viewing video clips, perusing articles and checking out in-store events. This technology also allows Disney to share news with customers via email, Facebook and Twitter.
And….how cool is it to have a theatre in a Disney Store? Guests can pick from a selection of pre-loaded content that will be updated regularly and can view a variety of Disney entertainment, sneak-peek previews, music videos and more. The theater will also be used for exciting in-store events including reading time and scavenger hunts.
As you may remember from reading The Disney Way, one of Disney’s great success stories (once upon a time!) was the launch of the Disney Stores. What began as theme-park shops where customers could buy Mickey Mouse shirts and other Disney memorabilia developed into a place where not only a wide array of merchandise was available, but also tickets to Disneyland and Walt Disney World could be purchased. In the mid 80s, former Disney employee Steve Burke (now COO of Comcast Cable Communications) convinced the management to open a mall-based chain of stores. For over a decade, Disney Stores maintained strong sales, but then the mounting cost of sales and operation and the loss of key executives who had driven the Disney Stores to success lead The Walt Disney Company to convert Disney Stores into a licensed operation.
But since Bob Iger assumed the leadership of Disney in 2005, many good things have happened such as taking buying back the Disney Stores. Bob has said that the Disney Stores goes beyond offering Disney merchandise...it’s all about reinforcing the company’s core businesses. Recently, Bob told the New York Times, “Our brand is so powerful because of our heritage. But you’ve got to innovate, and not just in terms of what is new today but what will be new far into the future.”
Legacy is one thing, but Innovation is the key to Disney and Pixar’s continued success!
The 4,800-plus square foot store's floor-to-ceiling remodel now features multimedia technology, interactive storytelling and Disney Store exclusive merchandise that bring Disney's most beloved characters to life for families in the local community. Naturally, the latest and greatest technology is integrated throughout the new store to create magical moments for guests.
And, there’s a "Pixie Dust Trail" that leads guests through the store and to major interactive elements as they enjoy a Disney-themed skyline and surrounding magical trees which are programmable with changing colors, images, and music set to an array of Disney themes. The new store is organized by franchise neighborhoods anchored by “hero fixtures” so it easy to seek out your favorite character or theme of interest.
The new store concept features an interactive kiosk with touch screen that leads the guests into an animated experience in shopping, viewing video clips, perusing articles and checking out in-store events. This technology also allows Disney to share news with customers via email, Facebook and Twitter.
And….how cool is it to have a theatre in a Disney Store? Guests can pick from a selection of pre-loaded content that will be updated regularly and can view a variety of Disney entertainment, sneak-peek previews, music videos and more. The theater will also be used for exciting in-store events including reading time and scavenger hunts.
As you may remember from reading The Disney Way, one of Disney’s great success stories (once upon a time!) was the launch of the Disney Stores. What began as theme-park shops where customers could buy Mickey Mouse shirts and other Disney memorabilia developed into a place where not only a wide array of merchandise was available, but also tickets to Disneyland and Walt Disney World could be purchased. In the mid 80s, former Disney employee Steve Burke (now COO of Comcast Cable Communications) convinced the management to open a mall-based chain of stores. For over a decade, Disney Stores maintained strong sales, but then the mounting cost of sales and operation and the loss of key executives who had driven the Disney Stores to success lead The Walt Disney Company to convert Disney Stores into a licensed operation.
But since Bob Iger assumed the leadership of Disney in 2005, many good things have happened such as taking buying back the Disney Stores. Bob has said that the Disney Stores goes beyond offering Disney merchandise...it’s all about reinforcing the company’s core businesses. Recently, Bob told the New York Times, “Our brand is so powerful because of our heritage. But you’ve got to innovate, and not just in terms of what is new today but what will be new far into the future.”
Legacy is one thing, but Innovation is the key to Disney and Pixar’s continued success!
Friday, October 30, 2009
Why Collaboration is Important in Schools and in the Business Workplace – The Pixar and OMA Models
Last week, we addressed the importance of unleashing your childlike potential by trying something new, learning from the experience (yes…even failing!) and trying again. This is one of the hallmarks of Pixar’s phenomenal success that we reveal in the soon to be released Innovate the Pixar Way – Business Lessons from the World’s Most Creative Corporate Playground. The Tucson Unified School District’s (TUSD) Opening Minds through the Arts student achievement program (OMA) is a fantastic example of how to unleash the true potential of our greatest treasure – our children. (If you have not visited edutopia.org to watch these students in the learning process, you are missing something great – what they can teach us is amazing).
This week, we will reveal another hallmark of Pixar’s success formula -- collaboration. And, we’ll share why the OMA student achievement program is a shining example of Pixar-style collaboration in the public school system!
When you think of the term “collaboration,” you might be thinking about networking, cooperation, coordination and or partnerships. While these may seem like synonyms for the term, actually each has unique differences:
Networking: an informal sharing of information with loose links between individuals; usually informal communication; no decision making and little, if any, leadership.
Example: trade shows, professional society meetings
Cooperation: central body of individuals collected together to ensure that some task is completed with formal links and structured communication; complex decision making with multiple leadership often representing conflicting agendas.
Example: Design and implementation of a new software system requires cooperation between user departments and information technology to complete the task. They rarely share a common vision and often have conflicting objectives.
Coordination: multiple groups of individuals with clearly defined roles; communication is usually on an as-needed basis; autonomous leadership and decision making within each group.
Example: On an automotive assembly line, the car body must be completed before the door assembly can be attached. Obviously, these two departments must coordinate their efforts.
Partnerships: multiple groups coming together willing to share ideas and resources; roles are usually formal, but communication often informal; leadership is shared with formal decision making among members. Example: Packaging vendor and production line managers work together to optimize packaging requirements and efficiencies.
Now for Collaboration: one group with a shared vision; spontaneous communication where ideas are freely shared; consensus decision making with highly trusted and trusting leadership.
Example: New product development team with dedicated representation from engineering, marketing, finance, procurement, etc. A team in which members rally around a common vision rather than their individual departmental objectives.
At Pixar, the mantra “art is a team sport” represents the very essence of learning and working in a collaborative fashion. Fittingly, Pixar University’s crest is “Alienus Non Diutius”, meaning alone no longer.
Collaboration at Pixar is bringing together the skills, ideas and personality styles of an entire team to achieve a shared vision; “Yes, and” (rather then “No, this is better”) is part of Pixar’s common lexicon that fosters collective creativity, and keeps the vibe and energy in the room upbeat and alive.
Randy Nelson, dean of Pixar University stated, “Collaboration for Pixar means, amplification… by hooking up a number of human beings who are listening to each other… finding the most articulate way to get a high fidelity notion across to a broad range of people so they can each pull on the right lever.” Wow! What a definition. We just love those words, “high fidelity notion across a broad range of people.” Randy stresses the importance of “making your partner look good.” It’s not important that someone’s original idea might be flawed. It’s up to the team members to “plus” each idea presented within the group to achieve an exciting and productive end result that was truly born through a collaborative effort.
In the creation of OMA, bringing the right team of collaborators together was the key. Joan Ashcraft, director of fine and performing arts at TUSD and co-founder of OMA, said, “I was so grateful to have Gene Jones (founding “dreamer” and champion of OMA) say to me, ‘just do it…find people that support your dreams.’” Roger Pfeuffer, former superintendent of the TUSD, said that it was imperative that the “dream” team collaborate to develop an arts integration curriculum to develop fully functioning individuals. Roger explained, “The OMA model isn’t an add-on--it’s got to be part of the core.”
Collaboration at OMA is the antithesis of the traditional public school system model. OMA classroom teachers work with both arts integration specialists and teaching artists to integrate the art form being utilized at a particular grade level with regular lesson plans for language arts, math and science. Not only does the classroom teacher’s lesson plan enhance the work of the OMA arts integration specialist and teaching artists, their work is reinforced in his or her classroom so that students truly understand the concepts being taught. What a novel idea!
And as OMA cofounder Jan Vesely added, “We integrated art and music into the learning because I believe that higher order thinking comes when you integrate.” Isn’t that what we want for our future innovators… “higher order thinking?”
A “high fidelity notion across a broad range of people” is exactly what OMA is doing. Art and music are no longer a “coordinated” effort between the music teacher and the classroom teacher. Rather it is a collaboration that brings together the classroom teacher, the arts integration specialist, the school principal and the student in an exceptional education experience.
So what can you do? Is your goal to provide memorable, unique, engaging, “3D Technicolor” customer experiences? If so, challenge your team to create a shared vision, keep the communication lines open, build upon one another’s ideas, and most importantly, create an environment of mutual trust and respect.
Innovation does not come from a miraculous revelation on the “road to Damascus.” It comes from a passionate dedication to non-stop Pixar-style collaboration!
Next Blog: Why business should be concerned about our educational system
This week, we will reveal another hallmark of Pixar’s success formula -- collaboration. And, we’ll share why the OMA student achievement program is a shining example of Pixar-style collaboration in the public school system!
When you think of the term “collaboration,” you might be thinking about networking, cooperation, coordination and or partnerships. While these may seem like synonyms for the term, actually each has unique differences:
Networking: an informal sharing of information with loose links between individuals; usually informal communication; no decision making and little, if any, leadership.
Example: trade shows, professional society meetings
Cooperation: central body of individuals collected together to ensure that some task is completed with formal links and structured communication; complex decision making with multiple leadership often representing conflicting agendas.
Example: Design and implementation of a new software system requires cooperation between user departments and information technology to complete the task. They rarely share a common vision and often have conflicting objectives.
Coordination: multiple groups of individuals with clearly defined roles; communication is usually on an as-needed basis; autonomous leadership and decision making within each group.
Example: On an automotive assembly line, the car body must be completed before the door assembly can be attached. Obviously, these two departments must coordinate their efforts.
Partnerships: multiple groups coming together willing to share ideas and resources; roles are usually formal, but communication often informal; leadership is shared with formal decision making among members. Example: Packaging vendor and production line managers work together to optimize packaging requirements and efficiencies.
Now for Collaboration: one group with a shared vision; spontaneous communication where ideas are freely shared; consensus decision making with highly trusted and trusting leadership.
Example: New product development team with dedicated representation from engineering, marketing, finance, procurement, etc. A team in which members rally around a common vision rather than their individual departmental objectives.
At Pixar, the mantra “art is a team sport” represents the very essence of learning and working in a collaborative fashion. Fittingly, Pixar University’s crest is “Alienus Non Diutius”, meaning alone no longer.
Collaboration at Pixar is bringing together the skills, ideas and personality styles of an entire team to achieve a shared vision; “Yes, and” (rather then “No, this is better”) is part of Pixar’s common lexicon that fosters collective creativity, and keeps the vibe and energy in the room upbeat and alive.
Randy Nelson, dean of Pixar University stated, “Collaboration for Pixar means, amplification… by hooking up a number of human beings who are listening to each other… finding the most articulate way to get a high fidelity notion across to a broad range of people so they can each pull on the right lever.” Wow! What a definition. We just love those words, “high fidelity notion across a broad range of people.” Randy stresses the importance of “making your partner look good.” It’s not important that someone’s original idea might be flawed. It’s up to the team members to “plus” each idea presented within the group to achieve an exciting and productive end result that was truly born through a collaborative effort.
In the creation of OMA, bringing the right team of collaborators together was the key. Joan Ashcraft, director of fine and performing arts at TUSD and co-founder of OMA, said, “I was so grateful to have Gene Jones (founding “dreamer” and champion of OMA) say to me, ‘just do it…find people that support your dreams.’” Roger Pfeuffer, former superintendent of the TUSD, said that it was imperative that the “dream” team collaborate to develop an arts integration curriculum to develop fully functioning individuals. Roger explained, “The OMA model isn’t an add-on--it’s got to be part of the core.”
Collaboration at OMA is the antithesis of the traditional public school system model. OMA classroom teachers work with both arts integration specialists and teaching artists to integrate the art form being utilized at a particular grade level with regular lesson plans for language arts, math and science. Not only does the classroom teacher’s lesson plan enhance the work of the OMA arts integration specialist and teaching artists, their work is reinforced in his or her classroom so that students truly understand the concepts being taught. What a novel idea!
And as OMA cofounder Jan Vesely added, “We integrated art and music into the learning because I believe that higher order thinking comes when you integrate.” Isn’t that what we want for our future innovators… “higher order thinking?”
A “high fidelity notion across a broad range of people” is exactly what OMA is doing. Art and music are no longer a “coordinated” effort between the music teacher and the classroom teacher. Rather it is a collaboration that brings together the classroom teacher, the arts integration specialist, the school principal and the student in an exceptional education experience.
So what can you do? Is your goal to provide memorable, unique, engaging, “3D Technicolor” customer experiences? If so, challenge your team to create a shared vision, keep the communication lines open, build upon one another’s ideas, and most importantly, create an environment of mutual trust and respect.
Innovation does not come from a miraculous revelation on the “road to Damascus.” It comes from a passionate dedication to non-stop Pixar-style collaboration!
Next Blog: Why business should be concerned about our educational system
Sunday, October 4, 2009
Pixar's Innovative Spirit
Pixar's innovation spirit will be forever linked to Walt Disney himself. Walt Disney once said, "Every child is born blessed with a vivid imagination. But just as a muscle grows flabby with disuse, so the bright imagination of a child pales in later years if he ceases to exercise it." Truly creative people exhibit a level of enthusiasm for imagination and discovery that harkens back to the days of childhood. Indeed, innovation begins with a beginner's mind...this was true of Walt Disney, and is true of Pixar cofounder and president, Ed Catmull and Pixar chief creative officer John Lasseter!
Friday, October 2, 2009
How Can we Adopt "Pixar Innovation"?
First and foremost is to begin with your story. Ask any Pixar employee what their secret to success is, and they will tell you, "The story is king." It doesn’t matter if you are making movies, manufacturing refrigerators, or selling hot dogs…you must have a story or a dream around which people can rally.
Collaboration is not an option if you want to be innovative. It’s about bringing people together who listen to one another and are truly interested in each other -- each one bringing a unique perspective to the table. Randy Nelson, Dean of Pixar University, describes collaboration as “a way to get a high-fidelity notion across to a broad range of people…" Now, that’s a great definition.
Collaboration is the heart of Innovate the Pixar Way!
Collaboration is not an option if you want to be innovative. It’s about bringing people together who listen to one another and are truly interested in each other -- each one bringing a unique perspective to the table. Randy Nelson, Dean of Pixar University, describes collaboration as “a way to get a high-fidelity notion across to a broad range of people…" Now, that’s a great definition.
Collaboration is the heart of Innovate the Pixar Way!
Tuesday, September 22, 2009
What can be learned from Pixar's Innovative "Playground"?
At Pixar, dreaming like a child, believing in their playmates, daring to jump in the water and make waves and doing whatever it takes to unleash their childlike potential – dream, believe, dare, do – are the keys. Walt Disney applied these same principles when he was leading his studio almost a century ago, and Ed Catmull and John Lasseter live these principles today.
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