Toy Story 2<\/a>It was supposed to begin its run. The problem was <\/span><\/p>\nthat the film\u2019s quality fell short of expectations and hopes. There were eight months left to finish the film according to the schedule. That was when Jacob did something no one <\/span><\/p>\nexpected: he spoke with his fellow directors, then went to the executive team and told them the film had failed its internal quality test. Jacob went further, <\/span><\/p>\nsaying the film was terrible and that releasing it would destroy the company\u2019s reputation. After Steve Jobs and the company\u2019s executives watched the film in its current state, they agreed with Jacob\u2019s <\/span><\/p>\nassessment and immediately began a rescue plan to fix the problems.<\/span><\/p>\nThe film\u2019s story was rewritten from scratch, and it was reshot and produced during the remaining eight months! Afterward, Toy Story 2 became an even bigger hit than its predecessor. <\/span><\/p>\nOther companies might panic over losses and sacrifice quality for profit and to cut their losses. But that\u2019s not what makes a company like Pixar successful.<\/span><\/p>\nBe honest with yourself. When the quality of your work falls short of expectations, acknowledge it, then start improving it until it reaches a level of excellence.<\/span><\/p>\n.
\n <\/span>
\n 2. Stand by your opinion, then get back to work quickly.<\/strong><\/span><\/h2>\n When a film is made at Pixar, production passes through several departments, each of which contributes to the final film. Once the film is complete, the director <\/span><\/p>\nand the film\u2019s writer sit down to watch it, each with a sheet of notes in hand. The notes are intended to refine the film and raise its quality as much as possible. <\/span><\/p>\nThat sheet is a nightmare for the rest of the team, because it means time-consuming revisions.<\/span><\/p>\nJacob explains this stage by saying, \u201cEvery employee involved in the film has the right not to follow these notes, but they must also have a good reason for rejecting them\u2014and write it out in detail.\u201d <\/span><\/p>\nThe problem is that explaining your opinion at length can be career suicide because of the time wasted on that explanation. So Jacob advises you <\/span><\/p>\nto stand up for your opinion at work, then get back to work quickly. In other words, don\u2019t get drawn into lengthy discussions that keep you from achieving the goal you set out to accomplish.<\/span><\/p>\n.<\/p>\n
3 \u2013 Look for the root cause of the problem early on<\/strong><\/span><\/h2>\n Jacob explains that when a viewer feels lost during a scene in a film, in almost all such cases, an earlier scene near the beginning of the film is what caused <\/span><\/p>\nthe confusion and lack of understanding. Either the film\u2019s characters developed in a way that didn\u2019t make sense, or part of the story wasn\u2019t explained clearly and fully. If you\u2019re responsible for fixing the problem <\/span><\/p>\nand you try to solve it by changing the scene where the viewer said they were confused, you\u2019re chasing a mirage: you haven\u2019t addressed the root cause, and on top of that <\/span><\/p>\nOtherwise, you\u2019ve wasted your time on something that won\u2019t help. Before responding to feedback from customers and buyers, ask yourself: Why does the customer see things the way they do? You may discover <\/span><\/p>\nthat the real problem lies somewhere else entirely.<\/span><\/p>\n.<\/p>\n
4 \u2013 Choose the right medium for the message<\/strong><\/span><\/h2>\n Early in his career as an art director, Yacoub realized that Pixar needed to design computer software suited to its work, rather than rely on commercial software for animation, modeling, texturing, and other graphics tasks. At the time, Pixar may have been the company with the deepest understanding of computer-animated filmmaking. <\/span><\/p>\nAt the time, Pixar may have been the company with the deepest understanding of computer-animated filmmaking. Yacoub decided to present his idea to management, and to explain it, he also decided to draw out the details by hand on 50 sheets of white paper, in the form of a comic <\/span><\/p>\nstrip (storyboard). Why did he choose this format? Because storyboarding is the established method in this field and at a company like this. <\/span><\/p>\n(storyboard). Why did he choose this format? Because storyboarding is the established method in this field and at a company like this.<\/span><\/p>\nJacob went to the executives with his idea. Steve Jobs was among them. Everyone listened, and the meeting ended with approval of the idea and a very large budget <\/span><\/p>\nto make it happen. Steve Jobs wrapped up by telling Jacob, \u201cDon\u2019t screw it up!\u201d Pixar\u2019s next film was Brave, which was designed\/produced entirely using <\/span><\/p>\nthe new application, designed according to Jacob\u2019s specifications. It delivered good results and won numerous awards when it premiered last year, in 2012. Why did Jacob draw <\/span><\/p>\nhis idea on 50 sheets of paper? Because that was the company\u2019s established approach. When presenting a new idea to management, use whatever medium you know and understand best <\/span><\/p>\n\u0647\u0630\u0647 <\/span>\u0627\u0644\u0634\u0631\u0643\u0629.<\/span><\/p>\n.<\/p>\n
5 \u2013 Hire for excellence<\/strong><\/span><\/h2>\n When Pixar evaluates candidates for a job, it selects them based on three things: how fun they are, their ability to tell a story, and the thing they <\/span><\/p>\nhave achieved excellence in. The particular thing doesn\u2019t matter; what matters is how the candidate reached that level of excellence. Candidates need to understand what excellence is, <\/span><\/p>\nWhat does it feel like to excel in a particular field, and what did someone do to reach that level? The lesson is that once you\u2019ve achieved excellence, you\u2019ll know how <\/span><\/p>\nto do it again. You need people on your team who know how to achieve excellence.<\/span><\/p>\n.<\/p>\n
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<\/a><\/p>\n