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Creatividad, S.A.: Cómo llevar la inspiración hasta el infinito y más allá /
Creativity, Inc. (Conecta) (Spanish Edition)
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Series: Conecta (Book 300001) Paperback: 368 pages Publisher: Conecta; 001 edition (June 26, 2018) Language: Spanish
ISBN-10: 8493914525 ISBN-13: 978-8493914523 Product Dimensions: 6 x 1 x 9.1 inches
Book Description
Las fórmulas para crear entornos creativos de la mano del fundador y presidente de los estudios Disney-Pixar Studios.
Creatividad, S.A. es un libro para profesionales que deseen llevar a sus equipos a cumbres más altas, un manual para
cualquier lector que valore la originalidad y el primer viaje al centro neurálgico de Pixar Animation: a sus reuniones, sus
evaluaciones de cierre de proyecto y las sesiones del Braintrust de las que nacieron algunas de las películas más exitosas
de la historia del cine. Es, en el fondo, un libro acerca de cómo se construye una cultura creativa, pero también, como
afirma su autor, «un reflejo de las ideas que creo que hacen aflorar lo mejor que llevamos dentro.» Cuando Ed Catmull era
joven tenía un sueño: hacer la primera película de animación por ordenador. Persiguió este sueño como estudiante en la
Universidad de Utah, y se asoció con George Lucas, en una colaboración que, indirectamente, le llevó a fundar Pixar con
Steve Jobs y John Lasseter en 1986. El ingrediente esencial en el éxito de Pixar está en su entorno único, que Catmull y
sus compañeros consiguieron forjar, basado en principios que protegen el proceso creativo y que desafían las ideas
establecidas, como por ejemplo: • La responsabilidad de un directivo no es prevenir riesgos; su trabajo es dar la seguridad
para que los demás los asuman. • El coste de prevenir errores con frecuencia es superior al de subsanarlos. • La estructura
de comunicación de una empresa no debe ser el reflejo de su estructura organizativa; todo el equipo debe ser capaz de
interrelacionarse, independientemente de su cargo y sus funciones. • No dé por sentado que el consenso general generará
cambio; se requiere de mucha energía para mover un grupo, aunque todos sus miembros estén comprometidos con el
proyecto. ENGLISH DESCRIPTION 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 and garner thirty Academy Awards. 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. • Do not assume that
general agreement will lead to change—it takes substantial energy to move a group, even when all are on board.