Ed Catmull on Pixar’s Brain Trust, Failure, and Storytelling

Ed Catmull, co-founder of Pixar and former president of Walt Disney Animation Studios, discusses his journey from aspiring animator and scientist to a pioneer in computer animation and creative leadership. He shares insights into fostering a unique culture of collaboration, embracing failure, and the importance of continuous learning, drawing from his experiences with George Lucas and Steve Jobs.

Early Life and Influences

Catmull grew up in Salt Lake City in the 1950s, a safe and supportive environment. From a young age, he harbored a desire to be the best at something, though he doesn't recall the exact origin of this ambition. His father, a strict but kind man who taught math and later became a principal, provided a stable upbringing.

Initially, Catmull wanted to be an animator, influenced by Walt Disney. However, he was also deeply inspired by Albert Einstein. For him, both figures were world-changers who created something new. Disney, in particular, revolutionized storytelling with "Snow White." Catmull was captivated by films like "Peter Pan" and "Pinocchio," which he credits with developing and challenging his imagination.

The University of Utah: A Crucible of Innovation

Catmull's path took a significant turn at the University of Utah, a place he recognized as special, though he didn't fully grasp its future impact at the time. The university was a hub for computer graphics, founded by Dave Evans and Ivan Sutherland, a leader at ARPA (the precursor to the internet). Alan Kay, another influential figure in computer science, was one of Catmull's first teachers.

Kay instilled in Catmull the principle that the rate of change would continuously accelerate, a concept that guided Catmull's decisions throughout his life. Sutherland, on the other hand, emphasized having a big vision and taking incremental steps towards it, constantly modifying the vision as progress was made.

The program at Utah fostered a collaborative environment where students helped each other solve problems. Catmull's own contribution was creating one of the very first computer-animated films, a short piece featuring his own hand. This period laid the foundation for his ambition to create a feature-length computer-animated film.

Pixar's Culture of Creativity and Feedback

Pixar's success is attributed to its unique culture, which prioritizes developing in-house talent, nurturing potential, and fostering an environment of open feedback. This culture is built on the idea of "people over ideas," where individuals are encouraged to share ideas without fear of judgment.

Learning from Mistakes and the Brain Trust

Pixar's approach involved continuous self-assessment after each film, analyzing what worked and what didn't. This led to the realization that initial assumptions were often wrong.

A key development was the "Brain Trust." Initially, Disney, particularly Tom Schumacher, provided valuable outside feedback for Pixar's early films. When Schumacher moved on, Andrew Stanton proposed creating an internal Brain Trust to fill this role. While its original intent as an "outside force" wasn't fully realized, it proved to be an extremely effective feedback mechanism.

Rules of the Brain Trust

The Brain Trust operated under specific principles:

• Filmmakers only: It was exclusively for filmmakers who understood the craft, not for casual observers.
• Director's ultimate authority: The Brain Trust could not override the director's creative decisions.
• Delayed significant action: No major decisions were made immediately after a Brain Trust meeting to prevent overloading the discussion.
• Honesty and vulnerability: Participants were encouraged to be honest, recognizing that vulnerability was a natural part of the creative process.
• Power dynamics: Individuals with power were encouraged to speak later in discussions to avoid distorting the conversation. Steve Jobs, for instance, never attended these meetings due to his overwhelming presence.

Steve Jobs's Role and Evolution

Steve Jobs, despite his powerful personality, understood the impact he had on others. He never attended Brain Trust meetings, recognizing that his presence would alter the dynamic. However, he would provide insightful feedback during board meetings, often prefacing his comments by acknowledging that directors knew more than he did.

Catmull notes that Jobs underwent a significant transformation between 1991 and 1995, becoming more empathetic. This period coincided with his marriage, the birth of his son, and Pixar's contract with Disney. Jobs's ability to learn from past business mistakes, particularly from NeXT, led him to approach the Disney partnership with a desire for a 50/50 partnership, rather than seeking to "rake them over the coals."

The IPO and Foresight

Jobs's decision to IPO Pixar on the cusp of "Toy Story's" release, despite internal reservations, demonstrated his remarkable foresight. Pixar was struggling financially, and Jobs had invested a significant portion of his net worth. The IPO allowed Pixar to stockpile cash, giving them leverage to renegotiate their unfavorable deal with Disney, ultimately leading to a more equitable output deal. Jobs's focus was always on "what is the right thing to do," even if it meant challenging conventional business plans.

Embracing Change and "Failure"

Catmull emphasizes that great leaders and filmmakers are committed to their vision but are also willing to change course when they realize they are wrong. This balance of commitment and adaptability is crucial for innovation.

Reframing "Failure"

Catmull prefers to avoid the term "failure" within Pixar, not to deny its existence, but because it's a loaded word. In academic and professional contexts, "failure" often carries negative connotations of inadequacy or blame. Instead, he advocates for language that encourages experimentation and learning, such as "let's try this" or "that didn't work, let's try something else." He believes a more neutral term is needed to encourage people to extend themselves without fear of shame or job loss.

Overcoming Creative Blocks

To prevent creative teams from getting stuck, Pixar implemented a system where directors would pitch three movie ideas. This allowed them to bounce between concepts and avoid getting fixated on a single, potentially flawed idea. The goal was not necessarily to pick the "best" idea, but to identify the one that ignited the director's passion and energy.

A notable example is "Coco," where director Lee Unkrich's passion for Mexican culture was evident, even though the initial pitch was radically different from the final film. This demonstrated that the energy and commitment of the individual were more important than the initial idea itself.

The Importance of Asking "Why" and Humility

Catmull believes that every business is a creative business, as problem-solving is inherently creative. He encourages leaders to ask "why" when problems arise, seeking to understand the underlying issues and remove obstacles for their teams.

The Unseen and Leadership

Catmull stresses the importance of understanding "what is unseen" for effective leadership. He acknowledges that there's a vast amount of information we don't know, and even more that we don't know we don't know. This humility allows leaders to be open to feedback and recognize that others may see things they don't.

He recounts instances where he made mistakes and was grateful that colleagues felt comfortable enough to point them out. This highlights the importance of creating an environment where even the "least powerful person in the room" feels safe to speak up.

The "Elevator Pitch" Test

Catmull challenges the notion that every idea must pass an "elevator pitch" test. While a succinct pitch can be useful, relying solely on it can lead to derivative ideas. Truly innovative concepts, like "Ratatouille" (a rat that cooks) or "Up" (an old man who floats away in his house), often sound bad on paper and require extensive development and execution to become successful. The willingness to pursue these "hard ideas" fosters greater creativity and unexpected solutions.

The Enduring Principles of Pixar

Catmull emphasizes that Pixar's success wasn't due to a static formula but a continuous process of adaptation and learning. The problems constantly change, requiring a fluid approach.

The "Safety Net" Misconception

He challenges the idea that Pixar's collaborative environment was a "safety net" that stifled individual growth. Instead, he views it as an "integral fabric" of mutual support and shared purpose. The genuine appreciation of what others do is critical.

Technology and Storytelling

Looking to the future, Catmull acknowledges the rapid advancements in technology, particularly in AI, VR, and AR, and their potential impact on storytelling. He believes that while exponential growth can't continue indefinitely, it will lead to dramatic, unpredictable changes. He sees himself as neither an optimist nor a pessimist regarding technology, but rather a "neutralist" who focuses on understanding the complexities and finding solutions.

Ultimately, Catmull believes that the core question for any organization is: "How do you harness the energy and desire of your own people to do something good?" This involves fostering a culture of trust, mutual respect, and continuous discovery, where individuals feel valued and empowered to contribute their best.