Behind the Scenes: Brainstorming Raiders of the Lost Ark

Brainstorming sessions often have mixed results; but you have to at least appreciate the process of communal stream of conciousness… especially when the people in the room are named Spielberg, Lucas and Kasdan.

In a 125-page transcript from one such brainstorm in 1978, the three filmmakers throw it all at the wall in a way every bit as entertaining as the end result: a little film called “Raiders of the Lost Ark”.

Lucas — What can he chase them with? What if he jumps on a camel?

Spielberg — I love it. It’s a great idea. There’s never been a camel chase before.

Kasdan — Is this camel going to chase a car?

Spielberg — You know how fast a camel can run? Not only that, he can jump over vegetable carts and things. It could be a funny chase that ends in tragedy. You’re laughing your head off and suddenly, “My God, she’s dead.”

Lucas— We’ve added another million dollars.

Spielberg — Not really. How much trouble can a camel be?

[Thanks Rob]

How Pixar Fosters Creativity (and Competitive Advantage)

Pixar is a success story 20 years in the making, and the envy (and antithesis) of its Hollywood competitors: a creative powerhouse with unparalleled consistency in both quality and box office.  From Wall-E and Ratatouille to Finding Nemo and Toy Story, it’s tough to define the company by anything other than unconventional genius.

In the September 2008 issue of the Harvard Business Review, Ed Catmull (Pixar’s Co-Founder and President) offers an insightful look into the true source of Pixar’s success: a collective culture driven by creativity, obsessed with quality, and with an appetite for risk.

Other studios may have caught up with Pixar’s aesthetic, but replicating a culture — arguably Pixar’s greatest renewable competitive advantage — is an arduous challenge… well beyond the powers of Hollywood magic.

Here’s a few excerpts from Catmull’s wordy and worthwhile case study:

Creative Isn’t a Department:

Our philosophy is: You get great creative people, you bet big on them, you give them enormous leeway and support, and you provide them with an environment in which they can get honest feedback from everyone.  […] Of great importance—and something that sets us apart from other studios—is the way people at all levels support one another. Everyone is fully invested in helping everyone else turn out the best work.

On Continual Improvement:

Systematically fighting complacency and uncovering problems when your company is successful have got to be two of the toughest management challenges there are.

Demand Quality, Never Settle:

Toy Story 2 also taught us another important lesson: There has to be one quality bar for every film we produce. […] By rejecting mediocrity at great pain and personal sacrifice, we made a loud statement as a community that it was unacceptable to produce some good films and some mediocre films.

You can enjoy the Full Article at Harvard Business Review.  [via The Disney Blog]