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.

William Kamkwamba was born in Malawi, a country where magic ruled and modern science was a mystery. It was also a land withered by drought and hunger, a place where hope and opportunity were hard to find. But William had read about windmills in a book called Using Energy, and he dreamed of building one that would bring electricity and water to his village, changing his life and the lives of those around him.

His neighbors may have mocked him and called him misala—crazy—but William was determined to show them what a little grit and ingenuity could do. Enchanted by the workings of electricity as a boy, William had a goal to study science in Malawi's top boarding schools. But in 2002, his country was stricken with a famine that left his family's farm devastated and his parents destitute. Unable to pay the eighty-dollar-a-year tuition for his education, William was forced to drop out and help his family forage for food as thousands across the country starved and died.

Yet William refused to let go of his dreams. With nothing more than a fistful of cornmeal in his stomach, a small pile of once-forgotten science textbooks, and an armory of curiosity and determination, he embarked on a daring plan to bring his family a set of luxuries that only two percent of Malawians could afford and what the West considers a necessity—electricity and running water.

Using scrap metal, tractor parts, and bicycle halves, William forged a crude yet operable windmill, an unlikely contraption and small miracle that eventually powered four lights, complete with homemade switches and a circuit breaker made from nails and wire. A second machine turned a water pump that could battle the drought and famine that loomed with every season.

Soon, news of William's magetsi a mphepo—his "electric wind"—spread beyond the borders of his home, and the boy who was once called crazy became an inspiration to those around the world. Here is the remarkable story about human inventiveness and its power to overcome crippling adversity. The Boy Who Harnessed the Wind will inspire anyone who doubts the power of one individual's ability to change his community and better the lives of those around him.