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A CASE STUDY ON PIXAR’S INCREDIBLE CULTURE

PRESENTED BY:
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eMBA HR Ami Savla- 10010 Ankita Sen- 10018 Dimple Laungani- 10040 Mamta Chawla- 10075 Tanvi Kokate- 10164

ROADMAP
TOPIC
3 1) INTRODUCTION TO PIXAR 2) ACQUISITION OF PIXAR BY WALT DISNEY 3) UNIQUE WORK CULTURE

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PRESENTED BY TANVI KOKATE

4)ELEMENTS OF CULTURE 5) PIXAR UNIVERSITY 6) CRITISISM OF CULTURE 7)MANAGEMENT OUTLOOK AFTER ACQUISITION

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MAMTA CHAWLA

8) ANALYSING THE CASE-SHRM WAY 9) CULTURAL FIT 10) HIGH INVOLVEMENT MODEL

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DIMPLE LAUNGANI

11) 5 P’S OF SHRM AT PIXAR 12)PIXAR’S EDGE FOR DECISION MAKING 13) HR CORE COMPETENCY AT PIXAR 14)HOW PIXAR FOSTERS COLLECTIVE CREATIVITYHBR 15) PIXAR’S OPERATING PRINCIPLES

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AMI SAVLA

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ANKITA SEN

Informal approach toward work and Human Resource (HR) policies that built a motivated and loyal employee base. Company's hands-off management style coupled with a craftsman-like nurturing of the creative process Cultural and HR management implications to Pixar after acquisition by The Walt Disney Company.SYNOPSIS 4  This case is about the unique organization culture at Pixar Animation Studio (Pixar).    .

CRUX OF THE CASE 5  Understand the techniques adopted Pixar in creating and maintaining its unique organization culture Understand the cultural and HR management implications to a company in the event of it being acquired by a larger entity  .

Finding Nemo.Toy story. and John Lasseter Employee Strength. California Founded in 1986 by Steve Jobs. 7 Golden Globes and 3 Grammy Awards     Major feature films. Ed Catmull.850 14 Academy Awards.ABOUT PIXAR 5  Headquarters: Emeryville. A Bugs Life. Blue Sky  . The Incredibles. Toy Story 2. Competitors-Dream Works.

Executive Vice PresidentDisney and Pixar .KEY PEOPLE AT DISNEY-PIXAR 7 Steve Jobs. Later member of Board of Directors.President.Disney (till 2011) Dr.Disney and Pixar John Lasseter.Chairman & Chief Executive Officer.Pixar. Ed Catmull.Pixar. Later Chief Creative officer.

Pixar purchased by Apple and became Pixar Image Computer (PIC) Poor sales forced Pixar to focus on animation business 1991.JOURNEY 8  Founded in 1979 by Catmull and Smith. 1986. of the computer division of Lucasfilm Ltd.Pixar and Disney Parted ways      . as Graphics group.Pixars Deal with Disney 2004.PIXAR’S .Smith Left Pixar 1997. that was running into losses.

Pixar had a six-on-six record & analysts attributed its success to the culture of the organisation. Both the companies stressed that Pixar’s would remain a separate entity & its culture would be protected     .4 billion. Pixar was acquired by Walt Disney on May 5th. 2006. Main motive was to embrace Pixar’s unique culture that had fostered some of the most innovative films in history.ACQUISITION OF PIXAR BY DISNEY 9  Disney announced on January 24. 2006 that it had agreed to buy Pixar for approximately $7.

PIXAR’S WORKPLACE CULTURE 10  No Employment contracts People centered business model Culture of innovation  Preventing burnout No Hero culture    The organizational structure Short films as training ground Art as a teams sport    Hire people who are better then we are  .

builds loyalty Pixar’s model was just the opposite   Employees-long term affiliation instead of one time contract Creation of incredible workplace-Opportunies to learn and grow and most of all great coworkers  .in vogue.NO EMPLOYMENT CONTRACTS 11  Contract system.

if you have the wrong idea and you give it to right people they will fix it”   Kept employees interested as well as motivated .PEOPLE CENTERED BUSINESS MODEL 12 Departure from idea centered model of Hollywood “if you have a great idea. and you give it to the wrong people they will screw it up.

CULTURE OF INNOVATION 13  Not to be complacent and had to always stay ahead of the curve Intense self-scrutiny ensured. benifitting from all experiences Employees were committed to quality of products   .

.    A departure from the general tendency of managers to hire down due to threat.“HIRE PEOPLE WHO ARE BETTER THEN WE ARE” 14  Time constraints posed by tight productions schedules led to it. People on the “growth-curve” in their careers were hired Hiring based on potential rather than position with their existing employer.

PREVENTING BURNOUT 15  Employees enjoy long & productive career Programs for employees general well beings   Ergonomics expert Doctors & masseuses  .

NO HERO CULTURE 16  Team preference Everyone as a team would get bonus   Artistic & technical side both were equally important .

THE ORGANIZATIONAL STRUCTURE 17  3 parallel groups .technology department .creative department .production department Group talk with each other  .

SHORT FILMS AS TRAINING GROUND 18  Produced for training purposes If success then used in movies   If failed then people can be wiser with the experiment .

ART AS A TEAMS SPORT 19  Helped retain talent All are a part of the process  .

and creative writing.. including a complete filmmaking curriculum.. courses and events that went on every day at the Pixar facility. drawing. classes on painting. PU offered more than 110 courses.   .PIXAR UNIVERSITY 20  Started in 1997 & Headed by Nelson Continuing program of lectures. sculpting. workshops.

Relied too much on the same core group of people    .CRITICISMS ABOUT THE CULTURE 21  Pixar was a self-contained organization without links to external perspectives This could encourage homogeneous values and an insular view of the world Pixar’s policy of retaining the same team over and over again could lead to stagnation of ideas.

Steering committee was formed The difference between the cultures was palpable and difficult to bridge    Cultural adaptation under new owner-biggest challenge for Pixar .MANAGEMENT OUTLOOK AFTER ACQUISITION 22  After acquisition. Disney wanted to embrace Pixar’s culture.

23 ANALYZING PIXAR THE S-HRM WAY .

we're not doing our job A business whose customers want to see something new every time they go to the theater Innovation entails risk. and companies that don't innovate soon find their customer base dwindling   .WHY DOES PIXAR REQUIRE SUCH A CULTURE? 24  If we aren't always at least a little scared.

operational processes and external environment”   Pixar’s use of best fit approach . including its culture.CULTURE FIT 25  Trying to bring in cataclysmic changes in an organization culture can be indigestible Best fit Approach“HR strategies are appropriate to the circumstances of the organization.

Hero culture • Open communication and parallel groups • Art as a team sport • Flexibility • Whacky culture Results • Lowest turnover rate • Creative brain trust • Retention during poor financial conditions • Transition from High Involvement to High Commitment in the long run .HIGH INVOLVEMENT MODEL OF SHRM 26 Approaches • No.

5 P’s MODEL OF SHRM AT PIXAR 27 Philosophy Process Policy Practice Program .

not just what’s right Practices • Pixar University Programs • Unique Recruitment Process Processes 28 .• Going from Suck to Non-suck Philosophies Policies • No Employment contracts • Hire people who are better then we are • No Hero culture • Accept every offer • Make you partner look good • Look for what’s wrong.

with more than 110 different courses  . they get feedback from others Pixar uses a process for "postmortems" on the major aspects of movies after they're completed    Pixar admits mistakes in other ways Pixar has an extensive education program at Pixar University.PIXAR’S EDGE FOR DECISION MAKING 29  Its managers give its directors a lot of autonomy Even though directors have autonomy.

INNOVATION .30 HR AREA OF CORE COMPETENCY .

HR AREA OF CORE COMPETENCY 31 Unconventional approach Pixar University Hiring people with “growth curve” INNOVATION Team before individual Parallel groups & open communication .

32 HOW PIXAR FOSTERS COLLECTIVE CREATIVITY? -By Dr. Ed Catmull Harward Business Review .

Taking Risks Constructing an environment that nurtures trusting and respectful relationships and unleashes everyone’s creativity    .WHAT IS CREATIVITY? 33  Involves a large number of people from different disciplines working effectively together to solve a great many problems. Must be present at every level of every artistic and technical part of the organization.

Brain Trust    .Incubation Teams Peer Culture . Pixar believes in primacy of people over ideas.ROOTS OF PIXAR’S CULTURE 34  At the root of Pixar’s culture are its smart. Power to the Creative's .Dailies´ or daily reviews . talented and creative people.

ADVANTAGES OF DAILIES 35  Once people get over the embarrassment of showing work still in progress. a highly creative piece of animation will spark others to raise their game. The director or creative leads guiding the review process can communicate important points to the entire crew at the same time. they become more creative.   . People learn from and inspire each other.

PIXAR’S OPERATING PRINCIPLES 36  Everyone must have the freedom to communicate with anyone. It must be safe for everyone to offer ideas. We must stay close to innovations happening in the academic community.   .

committed and well motivated employees   Achieve sustained competitive advantage .PIXAR : PRACTICING S-HRM 37 Fulfills the aim of S-HRM by:  Building a long term and major impact on the behavior and success of the organization Ensuring the organization has skilled.

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