A Quote by Lee Unkrich
Any of us directing at Pixar, whether it's our first time or not, feel a lot of pressure to not make a bad Pixar film.
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When Pixar calls and says, 'Hey, you wanna be in a Pixar movie?' you don't do a lot of contemplating!
A Mozart symphony is very much like a Pixar movie - in the sense that Pixar movies are hugely successful because they operate on several levels at the same time.
I auditioned for 'Coco' when I was nine years old, and I had no idea I was auditioning for a Disney/Pixar movie. When I was 10, they told me that it was going to be a Disney/Pixar movie, and I was just mind-blown. I was so shocked and thankful that I was going to Pixar.
I grew up watching Pixar movies. And my favourite - if you don't count 'The Good Dinosaur' - is the first Pixar movie my older brother showed me. That would be 'Monsters, Inc.' I also like Disney - 'The Lion King' is probably my all-time favourite movie.
I'm not as successful as Pixar or Dreamworks, and that is disappointing to me, because I think my films are as valid as a Pixar film. I think there's an audience for my films. I know there's a market for someone like Quentin Tarantino, who basically does adult cartoons in live action.
What's fun about the story development at Pixar is it's a journey. You don't just write a script and then that's the movie you make. It's just constant evolution and being open to that and that collaboration with the voice actors and with the artists and animators at Pixar.
Every single Pixar film, at one time or another, has been the worst movie ever put on film. But we know. We trust our process. We don't get scared and say, 'Oh, no, this film isn't working.'
We [film supervisors] always try to encourage discussion in the room because a lot of times newer animators who are just out of school or people come from other studios, they're gonna have different points of view and we want to make sure we're vetting all the ideas to get the best ones. A lot of people are shy about speaking up if this is their first time at Pixar or if they don't have a lot of experience, so we try to encourage that.
Every Pixar film, when we start developing the story, it takes about four years to make one of our films.
Pixar makes movies that make sense for Pixar, and Disney makes movies that make sense for Disney, and they've each emerged in their own unique way.
I would say that what we called the Pixar sensibility goes back even further. It is kind of a CalArts sensibility because so many of the people who are creative instrumental people at Pixar came from that school.
I feel kind of fortunate that over the last 25 years I've been in almost every Disney/Pixar film.
Every one of us at Pixar is worried that we're going to be the one to make the dud.
In Hollywood, they think drawn animation doesn't work anymore, computers are the way. They forget that the reason computers are the way is that Pixar makes good movies. So everybody tries to copy Pixar. They're relying too much on the technology and not enough on the artists.
Part of being the successful Pixar is that we will take risks on teams and ideas, and some of them won't work out. We only lose from this if we don't respond to the failures. If we respond, and we think it through and figure out how to move ahead, then we're learning from it. That's what Pixar is.
After Pixar's 2006 merger with the Walt Disney Company, its CEO, Bob Iger, asked me, chief creative officer John Lasseter, and other Pixar senior managers to help him revive Disney Animation Studios. The success of our efforts prompted me to share my thinking on how to build a sustainable creative organization.
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