Ed Catmull: “Management is creative activity, not controlling activity. I believe that managers must loosen their controls, not tighten them. They must accept risk, theymust trust the people they work with and strive to clear the path for them and always they must pay attention to and engage with anything that creates fear. Moreover successful leaders embrace the reality that their models may be wrong or incomplete.
Only when we admit what we don ́t know can we ever hope to learn it.”
As a young student at the University of Utah, Ed Catmull dreamt of computer
animation – specifically of making a full-length movie using just computers. It took 20 years to realize the dream. Toy Story was released in 1995. It changed the animation movie business forever and Pixar took the industry leader role from Disney. After Toy Story, Ed was at loose ends. It took a year for a new dream to come into focus – to build company capable of perpetual creativity. At Silicon Valley, Ed had seen many successful companies staffed with brilliant people go down the drain as a
result of major errors, in many cases self-evident errors.
Yesterday the Bulldozer( aka Mr Viljakainen- No Fear’s Author) had another great interview with Justin Fox from HBR to discuss some of today’s most trending topics. One of which is of course- What’s really going on with the toilets it Sochi?
Just kidding – What Justin was really had Pekka dive into was the reality of the situation of “How prepared is Russia really to compete and thrive in the global economy?”
Many European companies have failed to generate organic growth. It’s not that growth isn’t important or that there isn’t any money to invest. The problem is that the methods used to guide a new innovation down the road from just an idea into a real pile of money are so limited. A corporate manager traditionally takes only two different options into account: Either do it in-house or throw a lot of money at established companies and their teams. I’m familiar with both paradigms – as both a buyer and a seller – and I’ve made my fair share of mistakes as both.
In larger organizations the work involves many leadership challenges; the biggest being the ability to identify the hungriest frontline teams. In my own NO FEAR experience this is especially hard if your vantage point is at the top of the organizational pyramid. A superficial way of doing this involves all manner of innovation processes and even competitions. The thing is, all organizations include people who are not comfortable speaking up about their ideas. The identification process is also hampered by the friction and inertia that exists between middle management and other organizational levels. This is an organizational swamp in which thousands of brilliant growth-spurring ideas drown every year.