9780593594643 - Creativity, Inc. (The Expanded Edition): Overcoming the Unseen Forces That Stand in the Way of True Inspiration von Catmull, Ed; Wallace, Amy (8 Ergebnisse)

Hardcover. Zustand: New. Hardcover. Publisher overstock, may contain remainder mark on edge.

Paperback. Zustand: Very Good. The book has been read, but is in excellent condition. Pages are intact and not marred by notes or highlighting. The spine remains undamaged.

Zustand: New. 2023. Expanded. Hardback. . . . . . Books ship from the US and Ireland.

Hardcover. Zustand: Brand New. expanded edition. 462 pages. 9.50x6.50x1.25 inches. In Stock.

Hardcover. Zustand: Brand New. expanded edition. 462 pages. 9.50x6.50x1.25 inches. In Stock.

Gebunden. Zustand: New. Ed Catmull is co-founder of Pixar Animation Studios and president of Walt Disney and Pixar Animation Studios. He has received five Academy Awards, including the Gordon E. Sawyer Award, and he is an ACM Turing Award Laureate. He lives in San Francisco.

Hardcover. Zustand: Sehr gut. Gebraucht - Sehr gut - ungelesen,als Mängelexemplar gekennzeichnet, mit leichten Mängeln an Schnitt oder Einband durch Lager- oder Transportschaden -'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 give a mediocre idea to a great team and they will either fix it or come up with something better. It's not the manager's job to prevent risks. It's the manager's job to make it safe for others to take them. The cost of preventing errors is often far greater than the cost of fixing them. A company's communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody.'Libri GmbH, Europaallee 1, 36244 Bad Hersfeld 496 pp. Englisch.

Buch. Zustand: Neu. Neuware - '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 give a mediocre idea to a great team and they will either fix it or come up with something better. It's not the manager's job to prevent risks. It's the manager's job to make it safe for others to take them. The cost of preventing errors is often far greater than the cost of fixing them. A company's communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody.'.