Creativity, Inc.

In Creativity, Inc., Ed Catmull, co-founder of Pixar and later president of Walt Disney Animation Studios, offers a management memoir structured around the problem of protecting creative work inside a corporation. The book opens with Catmull’s early fascination with computer graphics and the founding of Pixar under Steve Jobs, then moves into the studio’s near-death years before Toy Story. Its central argument is that creativity is not a solo gift but an organizational condition that must be actively defended against hidden forces. Catmull names several distinctive frameworks. The “Braintrust” is Pixar’s peer-review mechanism: directors show rough, unfinished reels to trusted colleagues who offer candid notes, with no authority to mandate changes. He describes the “dailies” and the principle that “story is king.” He also develops the “Hidden” problem—the unseen forces that undermine candor, such as fear, hierarchy, and the temptation to hide failure. His answer is a culture of “candor” and “failure as a necessary consequence of doing something new.” He recounts experiments like the “Notes Day” at Pixar, when employees were asked to propose fixes for real problems, and the post-merger effort to revive Disney Animation, including John Lasseter and others rebuilding a demoralized studio. The book also covers the difficult production of films like Toy Story 2, A Bug’s Life, and later Up, using them as case studies in how ego, deadlines, and metrics can derail creative judgment. Catmull is explicit that his models are not formulas; he argues that managers must accept uncertainty, keep people safe to disagree, and treat the organization itself as a creative work in progress. The result is a specific account of how Pixar and Disney tried to institutionalize candor and experimentation rather than a general leadership manual.