Scientist Quotes

One reason for keeping Disney animation separate from Pixar was that by solving their own problems when they finished a film, Disney could say, 'Nobody bailed us out; we did it.' And it's a very important social thing for them to do that.
One term that's used in this industry a lot is this notion of 'feeding the beast.' You've got all of these people whose livelihoods are dependent on it. There are enormous pressures to keep material going into it, and the pressures to feed it are not irrational. They're the basis of your business.
Outsourcing, in and of itself, isn't responsible for the erosion of America's high tech infrastructure. The short-term thinking that led to a lot of bad outsourcing decisions is the root cause. And short-term thinking isn't a problem confined to the executive suite. It's a problem in Washington and in our society as a whole.
Part of being the successful Pixar is that we will take risks on teams and ideas, and some of them won't work out. We only lose from this if we don't respond to the failures. If we respond, and we think it through and figure out how to move ahead, then we're learning from it. That's what Pixar is.
People say they want to be in risky environments and do all kinds of exciting stuff. But they don't actually know what risk means: that risk actually does bring failure and mistakes.
Pixar is a community in the true sense of the word. We think that lasting relationships matter, and we share some basic beliefs: Talent is rare.
Programmers are very creative people. And animators are problem solvers, just as programmers are.
Sometimes a leap of faith doesn't pan out.
Technical understanding should be a core competency of any company.
The Braintrust developed organically out of the rare working relationship among the five men who led and edited the production of 'Toy Story' - John Lasseter, Andrew Stanton, Pete Docter, Lee Unkrich, and Joe Ranft.
The desire to avoid meltdowns actually is one of the things that screws up live-action films.
The need to challenge the status quo is just more obvious when you're failing than when you're succeeding. But it's no less urgent.
The Pixar name means more than any other name. It's very important to us to keep that name at a high level.
The problem is some of our riskier films just don't make as much money. But if you only make films that will just be commercially successful, then you can also sink yourself as a studio.
The skill of a good creative leader is being comfortable with blowing up an idea and knowing it will get better.
The trick is, in everything we do, there are things we love. And sometimes the things we love get us stuck. And it's only if we let go of some of those things that we free the movie up to become greater.
Throughout Pixar's history, we've had major meltdowns and crises. It's happened throughout our history: you reach a certain point, it doesn't work, and you start all over again.
Virtual reality's been around for 40 years. People have been talking about storytelling in that world for all these years, and there have been experiments around of people trying to do that, and always excited about it.
We encourage our people to build their ideas from scratch, and we give them the resources - and, crucially, the candid feedback - that are required to transform the first wisps of a story into a truly compelling film.
We have a whole industry which is gigantic: games. Games is very successful. It's its own art form, though, and it's not the same as a linear narrative.
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