...Culture Origin of Pixar Culture As a child, Ed Catmull grew up making “flip-books” filled with drawings and animations. Although he was not a good artist, Catmull used his physics and computer science skills to start creating 3-D computer animations, unintentionally starting his career as an animator. Catmull got the opportunity to use his animation skills under George Lucas, reinventing the technology for creating movies. Steve Jobs later purchased this division from Lucas, which led to the creation of Pixar. Ed Catmull and Steve Jobs envisioned that Pixar’s culture would equally incorporate both the creative culture of Hollywood and the technological aspect of Silicon Valley. Since then, Pixar has created twelve successful feature films, increased their workforce to over 1,100 people, and been acquired by Disney. Yet the culture that started Catmull’s dream still exists today and continues to drive Pixar’s success. (SFGate) Corporate Structure’s Influence on Culture Pixar’s organizational structure reinforces many of Catmull’s beliefs, including his emphasis on cross-departmental communication. Catmull realizes the importance of human capital through Pixar’s flat hierarchy and team-oriented environment. The low power distance derives from Catmull’s faith that every individual at the company is highly qualified in their field and should be able to express themselves freely without any pressures from above. Every worker has access to talk to any other person at Pixar, regardless...
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...Pixar Contents Pushing for Computer Animated Films Boosting the Creative Component Becoming Accomplished Storytellers Pumping Out the Hits To infinity and beyond? Contents KEY POINT Year: 2009 Pixar: a successful studio (animation)firm Disney V.S Pixar Important person: Bob Iger/Steve Jobs/Edwin E.Catmull/ John Lasseter Disney CEO Bob Iger worked hard to clinch the deal to acquire Pixar(one of the world’s most successful animation companies.2006) Steve Jobs make a deal with Disney to split the profits, ticket sales ,video sales , and merchandising royalties . Iger and Jobs try to protect Pixar’s creative culture . Pixar has continued to operate independently of Disney’s own animation studios ,its key talent has overseen combined activities of both Disney and Pixar. In order to ensure that Pixar manages to preserve its freewheeling entrepreneurial culture ,Jobs sits on a committee to protect its unique approach to making movies. Pixar remains committed to making films that are original in concept and execution despite the risks involved. Pushing for Computer Animated Films Boosting the Creative Component Pixar continued to develop computer animation technology. Steve jobs understood after Toy Story, that it would be the marriage of technology and creativity that would allow Pixar to rise above most of it’s competition. Catmull has built the creative innovation by creating programs to develop the employees. Employees are encouraged to devote up...
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...PIXAR ANIMATION STUDIOS o Should Pixar seek a better distribution deal outside of Disney? o Can it seek a better deal with Disney? John Pongsajapan Xin Ye SPRING 2005 BEM 106 FINAL PROJECT 1 I. Introduction: In 1986, Steve Jobs purchased the computer graphics division of Lucas Films Ltd. for $10 million and established Pixar Animation Studios. Since its inception, Pixar established itself as a leader and innovator in computer animation. Its first animated short films garnered many film awards, most notably The Tin Toy, which won the Academy Award for Best Animated Short Film in 1989. In 1991, Pixar entered into a three-picture co-production deal with Disney. Following the success of Toy Story, this relationship was extended to include three more pictures. A string of blockbuster hits followed, each film doing better than its predecessors. A Bug’s Life was the highest grossing film of 1998. Toy Story 2 became the highest grossing animated movie of its time in 1999, later topped by Monsters, Inc. in 2001, and then by Finding Nemo in 2003. On January 30, 2004, it was announced that Pixar and Disney had failed in their negotiations to extend their contract beyond the animated film Cars, to be released in 2006. With the stellar success of Finding Nemo, Pixar felt entitled to a more profitable contract with Disney. The new Disney CEO Robert Iger has stated that he will continue negotiations with Pixar. Before Pixar makes its decision on its future...
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...Management 5301 Walt Disney-Pixar Analysis The Walt Disney-Pixar merger carries a number of convincing advantages for Disney, but Pixar shareholders should be less enthusiastic about such a deal. Pixar’s resources and capabilities have set a standard that is extremely difficult to imitate. Through its highly talented employee pool, culture of creativity and collaboration, and proprietary 3D computer animation software, Pixar has created a competitive advantage in the animation film industry that yielded average total box office sales of $538 million with just six movies. Pixar shareholders should be wary of the potential breakdown of these resources and capabilities, which in essence are its core competencies. While a merger could mean more dollar signs for Pixar, it is more likely to result in the end of a firm whose resources and capabilities lend an advantage in the animation film industry. A renegotiated equity alliance that gives Pixar the chance to earn more than 40% of total profits of a film versus Disney’s 60%.would be a better strategic option for Pixar. Following the VRIO framework, Pixar’s capabilities help exploit opportunities to create value or neutralize threats from the environment. Pixar’s human capital is an extraordinarily valuable asset to the company. With an emphasis on hiring the best and the brightest (most of its technical employees have PhDs) and maintaining a close eye on innovations in the academic world, Pixar positioned itself ahead of ...
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...4/10/2014 Pixar Case Pixar Pixar is a leading digital animation studio, which they create animated feature films and related products that have gross revenues over $3 billion dollars to date. They were founded in 1986, and started to be known for their short films, commercials and amazing animation features. In 2006, there company began to flourish as they had an acquisition by the Walt Disney Company for a heavy sum of $7.4 billion dollars, which Walt Disney was known for their animated movies of traditional 2D animation. This acquisition was finalized by Steve Jobs, the former Apple CEO, when there deal was to be expired after the 2006 movie Cars. The purpose of the deal was to protect Pixar’s creative culture of animations, while shifting some of Pixar’s amazing work over to Disney to team up and make movies that will boost both companies’ revenues, as Pixar is one of the leading animation companies around. The case also goes on about the success of Pixar and Disney and how forming together created the most dominating animation company ever. With Pixar holding such a high standard of animation work and reputation, there is many tangible, intangible and capabilities that play a factor in leading them to their success. After reading this case, I came up with a couple tangible assets that Pixar has that separates them from the ordinary animation studio companies and also sets them to be at such a high standard. One tangible assets that plays a huge role is the Pixar University...
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...Pixar Animations MBA 615 Mickey Langford/Kimberly Horne Spring 2013 Mickey Langford Pixar Animations is our company of choice for this case study analysis. In 2006, Walt Disney acquired Pixar, but before we get to all of that, let us start at the beginning. Before Pixar, there was Lucas Films. George Lucas, of Lucas Films, decided in 1979 to upgrade their computer division (Animations, 2012). Lucas had a desire to see how far they could take computer graphics within the film industry. Lucas Films succeeded by creating Andre & Wally B., in 1984 (Animations, 2012). Andre & Wally B. - First Ever Pixar Short Movie - The Adventures of André and Wally B. [1984 HD] - YouTube, was the first ever computer-generated imagery short movie (Movies, 2009). This was the foundational establishment in the film industry that Steve Jobs was seeking. In 1986, Jobs purchased the Computer Division from Lucas Films and named it Pixar Animations Studios. Walt Disney and Pixar Animation agreed to do a number of films together, the first being Toy Story which was a huge success. The movie debut on November 22, 1995 grossed $192 million domestically and $362 million worldwide (Animations, 2012). Listed below is a table of the gross amounts that Disney/Pixar movies have made: Released | Movie Name | 1st Weekend | US Gross | Worldwide Gross | Budget | 11/22/1995 | Toy Story | $29,140,617 | $191,796,233 | $361,948,825 | $30,000,000 | 11/20/1998 | A Bug's Life | $291,121...
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...Ryan Bender “Disney/Pixar” Assignment ARTICLE: “What The Shuanghui-Smithfield Acquisition Means For Chinese Overseas Investment” The article I compared today was concerning Chinese companies beginning to diversify into U.S. and European markets, specifically Shuanghui International. Shuanghui International made an acquisition to purchase the United States’ company Smithfield Foods for $4.7 billion. It goes on to discuss how China has been known to invest in importing FDI (Foreign direct investment) from trading countries, but not that often has it been the opposite way. The diversification geographically by Chinese companies could be a trend on the upturn. The acquiring company in this case is Shuanghui International takes on many risks. The first being the price of the acquisition, it is a record 4.7 billion. You must have faith plus a feasible forecast in the income of Smithfield foods to take this on. Another risk is diversification into a different geographic region. Shuanghui will have to be prepared to handle, grasp, and adjust to the market of this U.S. Company. Not only is there a concern with consumers outside the business but the inside of the business is also important. You must be able to handle how to manage the employees of the newly acquired company. There are both similarities and differences with Shuanghui international and Disney. They both are laying down (potentially) a substantial price. The risks are similar in that the acquired company...
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...Q2 :Provide the details about the sale of Pixar to Disney – again, who got what? How well did the talent of Pixar do in the sale – Lasseter, Stanton, Bird, Catmull, etc? How well did Steve Jobs do? What was his return on investment? There were articles about this in the press. Timeline * 1975, Ed Catmull put together a team of people who formed the basis of Pixar. * 1979 hired by director George W. Lucas and developed as a graphics division for Lucas Films * 1985, Catmull turned to Steve Jobs with the view to making full length feature films using computer animation. * 1986, Steve Jobs bought Computer Graphics Division from George Lucas for $5 million and renamed it Pixar. * 1991, Disney entered into an agreement with Pixar for developing and producing three computer animated feature films * 1997 - a co-production agreement signed, under which Pixar agreed to produce five original computer-animated feature films * 2004, amid reports that the relationship between Pixar CEO Steve Jobs and his counterpart Michael Eisner had broken down, potentially threatening contract renewal negotiations, Disney resolved to replace Eisner with Robert Iger in an effort to preserve the relationship - A clear indication that Disney valued Pixar’s contributions. * In 2006, Disney bought Pixar for $7.4 billion. Key points * Unique advantage Pixar has over other studios is its three proprietary (patented)technologies: RenderMan, Marionette, and Ringmaster...
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...From memorable animated movies such as Toy Story, A Bug’s Life, and Finding Nemo, Pixar is a family-oriented business that entertains individuals of all ages. Pixar is a profit business, whose goal is to create films that impact and entertain those who have a love for animated films. Although the Pixar studio lies in Emeryville, California, the films that are created are shown worldwide in various countries. I chose to profile Pixar because of my love for its animated films. I have grown up watching Pixar movies, and still to this day, I find the films very entertaining and beautiful. There is not one Pixar film that does not amaze me. The time and effort put into the films are incredible, and impact me in various ways. Pixar markets themselves by selling to existing customers, expanding their place in the...
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...purchasing Pixar, from Lucas Films, Steve Jobs invested nearly $60 million to keep the company afloat before they began seeing success. When Jobs purchased the company for $5 million, he was seeking a new technology venture similar to Apple. His individual needs aligned with Pixar’s company culture, as both Jobs and Pixar are regarded as some of the most innovative companies/public figures ever to live. Jobs’ was able to innovate Pixar’s business model of selling rendering computers to producing films and selling animation softwares. Jobs’ personally holds a high standard for the need for achievement. Fresh off of leaving Apple, Jobs was looking for another company to bring into the limelight and wouldn't settle for anything else. Steve Jobs was able to recognize the potential for demand for computer graphic generating companies and refused to sell out too early. Although the technologies may not have been originally there for Pixar to achieve financial success, Jobs’ never failed to invest time and money into the building and development of Pixar. Along with his high standard of need for achievement, Jobs’ places a large emphasis on the need for affiliation throughout his company. He feels it is important for everyone to get alone well and contribute at the same level. Along with head animator Jon Lasseter, he was determined to change the animation process of a top-down management style, into a large collaborative process throughout all the employees at pixar. When Jobs’...
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...Mamoune El Yacoubi Innovate the Pixar way by Bill Capodagli and Lynn Jackson Through the years, Pixar has been producing both technological and artistic breakthroughs. In fact, this organization is the pioneer in the computer-animated technology with its release of Toy Story in 1995, and has established itself as a creative company (Ed Catmull, 2008). Bill Capodagli and Lynn Jackson have decided to write the book, Innovate the Pixar way, which provides “business lessons from the world’s most creative corporate playground”, being Pixar. When asking Ed Catmull, cofounder of Pixar and the president of Pixar and Disney Animation Studios, in a Harvard Business Review paper about how to foster creativity in his organization, three main points are raised; Culture, leadership and collaboration. In the book under our analysis, the same points are raised. However, the authors believe that the key factor of Pixar’s great creativity is the fact that everyone thinks like a child and acts like a child within the organization. In fact, Pixar will inspire the readers to (Bill Capodagli and Lynn Jackson, 2010): - Dream like a child. - Believe in your playmates. - Dare to jump in the water and make waves. - Do unleash your childlike potential. The book is then divided into four parts and deal with the four main components that will help readers enhance their creativity: Dream, believe, dare and do. The first part talks about a supportive organization, where leadership plays...
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...HOLY ANGEL UNIVERSITY S.Y. 2012-2013 YORGBEV PIXAR MAGIC CASE STUDY Submitted to : I. Viewpoint II. Significant Case Facts * Robert Iger, Walt Disney Co. new CEO, first task was to acquire Pixar Animation Studios. * Walt Disney Animation Studios, the studio that brought us Mickey Mouse and The Lion King, had become moribund over the past decade because of Pixar’s award-winning productions. * John Lasseter, now the Chief Creative Officer of both Pixar and Disney Animation Studios, explained that from the very beginning, they had to get the best people from the computer science world and from the artistic film making animation world and get them working together. * In this case, Pixar also stated how they enabled people to work together in several ways; First, is the company relies on long-term employment rather than short-term project contracts. Second, Pixar’s campus in Emeryville, California, was designed to cluster people into teams yet also encourage chance encounters with people from other projects. And third, Pixar’s egalitarian, no-nonsense, perfectionist culture is another reason the animation studio’s staff work effectively. III. Problems / Questions 1. Explain Pixar’s effectiveness as an organization using any two perspectives of organization effectiveness. 2. Scanning through the chapter titles of this book, which topics seem to dominate Pixar’s organization practices? Why would these practices be emphasized...
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...employees alike, we have to ask ourselves whether material success is enough? Can a company retain its proficient and conscientious employees by offering them mere monetary incentives? Can human resources be stirred or inspired to achieve for the organization by something as ephemeral as money? The history and present of the business world will answer with a resounding “NO”. In that case, what is the formula, in a system driven by human beings, whose minds are swayed by objects, emotions and thoughts, to create a harmonious organization, which endeavors for excellence together? Pixar appears to be one of the rare organizations whose methods resolve this question. They have managed to attain a global reputation for their employees’ satisfaction and assiduousness. This report delves into some of Pixar’s secrets of creating an environment that is incalculably favorable to innovation. It begins by introducing Pixar to the readers and advances to an analysis of some of the Pixar’s philosophies that have contributed to their success. The first theoretical analysis section begins with an evaluation from the perspective of employee empowerment. The report reveals the features of Pixar’s empowerment management and creativity practices and their contribution to Pixar’s success. It proceeds to assess Pixar’s productivity from the viewpoint of emotional intelligence, attitudes and behaviors. The second section...
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...DISNEY BUY PIXAR | Pros | Cons | Disney have the brand and distribution | External factors, such as increasing competition or a declining industry, can affect future growth | Pixar have the technology and creative part | The seller’s personality and their established relationships may be a major factor for the success of the business | Buying an established business means immediate cash flow | Influenced by Apple | The business will have a financial history, which gives you an idea of what to expect and can make it easier to secure loans and attract investors | Culture between Disney & Pixar | Acquisition of existing customer, contacts, goodwill, suppliers, staff, plant, equipment and stock | Financial stock Dilution | The market for the product (animated movies) is already established | | Existing employees and managers will have experience they can share | | Skipping the start-up stage | | Inheriting systems, customers and image | | Disney consolidate its dominant position in the market | | Pixar improve the capacity of profitability and then create more value | | Revitalize Disney’s animation department, eliminate competition, access to technology & human capital | | | | 1. Buy When assessing if Disney should buy Pixar is necessary to evaluate the pros and cons of the action. Considering the cons, firstly is necessary to understand that there are some external factors such as, increasing competition or the decline of the...
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...Pearson 18 September 2015 The Disney Pixar Merger In 2006, Disney announced it was going to acquire Pixar for $7.4 billion. Upon doing so, one of the most successful mergers of the past ten years developed. “The merger brings together Disney’s historic franchise of animated characters with Pixar’s stable of cartoon hits” (La Monica). A lot of time and thought went into deciding how this merger would be prosperous and profitable for all parties involved. Disney wanted to guarantee Pixar’s executives that they would still hold positions of power with the ability to make decisions. They hired Steve Jobs, Pixar’s chief executive, as a non-independent director at Disney and made him one of the largest shareholders in the company. John Lasseter, a director and creative voice at Pixar, took the title as their chief creative officer as well as the creative advisor at Walt Disney Imagineering. (Holston) There were also high level statuses given to other directors and executives of Pixar at Disney. Promoting Pixar’s executives to equally powerful positions within the company was not the only requirements of the deal. Pixar also wanted their HR policies to remain intact, a steering committee to oversee animation, and all films produced post-merger branded as “Disney Pixar”. These are all just a few of the steps Disney took to merge with Pixar. There are so many positive results that come to mind when considering this merger. Combining with Pixar will give Disney access to their top...
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