Sublime

without the critical ingredient that is candor, there can be no trust. And without trust, creative collaboration is not possible.

While there was much innovation that enabled our work, we had not let the technology overwhelm our real purpose: making a great film.

We need to think about failure differently.

Figuring out how to build a sustainable creative culture—one that didn’t just pay lip service to the importance of things like honesty, excellence, communication, originality, and self-assessment but really committed to them, no matter how uncomfortable that became—wasn’t a singular assignment. It was a day-in-day-out, full-time job.

There are two key differences, as I see it. The first is that the Braintrust is made up of people with a deep understanding of storytelling and, usually, people who have been through the process themselves. While the directors welcome critiques from many sources along the way (and in fact, when our films are screened in-house, all Pixar employees

Getting the right people and the right chemistry is more important than getting the right idea.

Se é verdade que todos os filmes começam ruins e se o modo de agir da Pixar é dar aos criadores de filmes – não ao Banco de Cérebros – a autoridade suprema para corrigir o que está errado, então como vocês sabem quando intervir? O critério que usamos é de intervir se um diretor perde a confiança da sua equipe.