What does it mean to manage well? From Ed Catmull, co-founder (with Steve Jobs and John Lasseter) of Pixar Animation Studios, comes an incisive book about creativity in business—sure to appeal to readers of Daniel Pink, Tom Peters, and Chip and Dan Heath.

Creativity, Inc. is a book for managers who want to lead their employees to new heights, a manual for anyone who strives for originality, and the first-ever, all-access trip into the nerve center of Pixar Animation—into the meetings, postmortems, and “Braintrust” sessions where some of the most successful films in history are made. It is, at heart, a book about how to build a creative culture—but it is also, as Pixar co-founder and president Ed Catmull writes, “an expression of the ideas that I believe make the best in us possible.”

For nearly twenty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Monsters, Inc., Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records. The joyousness of the storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is.

Here, in this book, 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 at the University of Utah, where many computer science pioneers got their start, 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 thirteen 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.
• If you don’t strive to uncover what is unseen and understand its nature, you will be ill prepared to lead.
• 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.

Ein solider Business enthalt samtliche verschiedene Aspekte eines Unternehmens fur einen reibungslosen Betrieb. Dieser Plan wird das Produkt verbessern, darin sind eine kostengunstige Marketing-Strategie, Wartungsplane fur Gerate und Anlagen, um sie im Betriebszustand zu halten und geplante Betriebsprufungen fur verschiedenen Teile des Systems, um sicherzustellen, dass die maximale Effizienz immer beibehalten wird.

Durch die standige Uberwachung der verschiedenen Systeme Ihres Business fur Effizienz konnen Methoden der Kostensenkung leichter gefunden und in einer schnelleren Weise implementiert werden.

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Jack: Straight from the Gut is a compelling journey into the mind of one of the most influential business leaders of our time, Jack Welch. Nearly 20 years ago, former General Electric CEO Reg Jones walked into Welch's office and wrapped him in a bear hug, saying, "Congratulations, Mr. Chairman." This marked a defining moment in American business history.

The book delves into the story of a self-made man and a self-described rebel who thrived in one of the most volatile and economically robust eras in U.S. history. Despite the challenges, Welch managed to maintain a unique leadership style that set him apart.

Considered the most anticipated book on business management for our time, Jack Welch surveys the landscape of his career, running one of the world's largest and most successful corporations. In this book, he reveals his personal business philosophy and unique managerial style.