Edici???n ampliada y actualizada del best seller sobre liderazgo creativo que recoge los principios que construyeron la cultura singularmente exitosa de Pixar y le permitieron conservar su creatividad sin dejar de evolucionar. A lo largo de casi veinte a???os, Pixar ha dominado el sector de la animaci???n y ha producido pel???culas tan valoradas como la trilog???a de Toy Story , Monsters , S. A. , o WALL-E , que han batido r???cords de recaudaci???n y conseguido cuarenta premios Oscar. En muchos aspectos --la ...
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Edici???n ampliada y actualizada del best seller sobre liderazgo creativo que recoge los principios que construyeron la cultura singularmente exitosa de Pixar y le permitieron conservar su creatividad sin dejar de evolucionar. A lo largo de casi veinte a???os, Pixar ha dominado el sector de la animaci???n y ha producido pel???culas tan valoradas como la trilog???a de Toy Story , Monsters , S. A. , o WALL-E , que han batido r???cords de recaudaci???n y conseguido cuarenta premios Oscar. En muchos aspectos --la inventiva de las tramas, la capacidad de emocionar, la maravilla de sus historias...--, las pel???culas de Pixar son una lecci???n pr???ctica sobre lo que es la creatividad. Cuando Ed Catmull era joven ten???a un sue???o: hacer la primera pel???cula de animaci???n por ordenador. Persigui??? este sue???o como estudiante en la Universidad de Utah, y se asoci??? con George Lucas, una colaboraci???n que, indirectamente, lo llev??? a fundar Pixar con Steve Jobs y John Lasseter en 1986. Catmull explica en este libro los valores y las t???cnicas que han hecho que Pixar sea tan admirada, y tambi???n tan rentable. El ingrediente esencial en el ???xito de Pixar est??? en su entorno ???nico, basado en principios que protegen el proceso creativo y que desaf???an las ideas establecidas, como por ejemplo: *Un equipo mediocre puede hacer fracasar una buena idea. Un buen equipo puede arreglar o mejorar una idea mediocre. *La tarea de dirigir no es evitar riesgos sino crear el entorno para que otros puedan tomarlos. *Con frecuencia, el coste de evitar errores es superior al de subsanarlos. *La estructura de comunicaci???n 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. En esta edici???n ampliada y actualizada, Catmull da cuenta de los a???os posteriores a la publicaci???n de Creatividad , S. A. , para iluminar a???n m???s el desarrollo continuo de la cultura, ???nica y singular, propia de Pixar. ENGLISH DESCRIPTION The co-founder and longtime president of Pixar updates and expands his 2014 New York Times bestseller on creative leadership, reflecting on the management principles that built Pixar's singularly successful culture, and on all he learned during the past nine years that allowed Pixar to retain its creative culture while continuing to evolve. "Might be the most thoughtful management book ever."-- Fast Company For nearly thirty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner eighteen Academy Awards. The joyous storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, 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, 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 twenty-five 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 g
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