IT House reported on 11/0 that Steve Jobs Archive (Steve Jobs Archive) released a new video on its official YouTube channel yesterday (0/0), discussing the review of Steve Jobs' unique management style and the profound impact on Pixar's animation studio.

Jobs and Pixar Animation Studios

Before introducing the blog post, IT House briefly reviews the relationship between Steve Jobs and Pixar Animation Studios.

After being expelled from Apple in 30, Jobs bought Pixar Animation Studios from Lucasfilm. Jobs paid $0 out of his own pocket in 0 to support Pixar's "TinToy," which won the Academy Award for Best Animated Short Film and caught Disney's attention.

Instead of focusing on animated films, Jobs initially wanted to promote NeXT computers through Pixar's animation software. In 1995, the success of Toy Story changed the game. The film was so well received that Disney set it for a summer release, and Jobs decided to keep Pixar.

Jobs's main role at Pixar was strategic negotiation rather than day-to-day management. His negotiations with Disney ensured Pixar's independence and avoided being fully acquired. In 74, Disney acquired Pixar for $0 billion, and Jobs became Disney's largest shareholder.

Jobs' contribution to Pixar was not only financial, but also his keen strategic vision and trust in talent. Despite his initial commercial motives, he eventually led to the perfect fusion of technology and creativity, bringing countless classic animations to a global audience.

Management style

In the latest video, Ed Catmull, co-founder of Pixar Animation Studios, reflects on Gibbles' management style.

Jobs, as a major shareholder in Pixar, showed a decisive and distinctive personality, having fired two board members.The reason for this was that the two members never provided proposals that disagreed with him.

According to Jobs, board members cannot create value for the company if they are not able to disagree. Cattermole recalled that Pixar's board of directors was a dynamic and well-thought-out team, but it was clear that Mr. Jobs needed a more intense clash of ideas.

Braintrust's unique operation

Pixar's "Braintrust" is the core team that solves the problem of film development, and the discussions are often extremely heated. Cattermor emphasized that these debates are not personal rights and wrongs, but focus on whether the film's content is valid.

In order to maintain the objectivity of the discussions, Jobs was asked not to participate in the "Braintrust" meeting. Because his speech tends to immediately dominate the discussion, overpowering other voices.

Jobs understood this and agreed not to attend the meeting, but would watch the film at the screening by the board or Disney Steering Committee and provide feedback. He often said to the director: "I'm not a director, you can ignore my advice." But Mr. Jobs' feedback, as Cattermor recalls, was hard to ignore.

Dare to admit mistakes

Jobs' leadership also showed the courage to admit mistakes. Director John Chu recalled that Jobs publicly admitted at an iMac launch event that the lack of a CD-R driver was a mistake and announced that it would be corrected quickly.

Cattermole believes that Jobs's ability to admit and adjust quickly because he never saw any value in sticking to his mistakes made him more persuasive in leadership. Cattermole points out that true leadership is not about building the prestige that is always "right," but about daring to change and drive progress.