At the heart of the company’s “people investment” culture is Pixar University, an on-the-job training program that offers hundreds of courses in art, animation, and filmmaking. All of Pixar’s employees are encouraged to take classes in whatever they like, whether it’s relevant to their job or not. At other studios, there’s a clear distinction between the “creatives,” the “techies,” and the crew. But Pixar’s unique culture doesn’t distinguish between them — everyone who works on the movies is considered an artist. Everyone works together to tell stories, and as such, everyone is encouraged to devote at least four hours of the workweek to class. The classes are filled with people from all levels of the organization: janitors sit next to department heads… No one can make a movie alone, and a team of good storytellers can fix a bad story, but a poor team cannot. If a script isn’t working, the whole team works together to fix it. The writers, the animators, and the director all pitch in without regard to their official role or job title.
Leander Kahney
Inside Steve’s Brain , (p. 113), Penguin Group, 2008
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Such companies have a personality and what some have called a soul. You can almost smell it, when it is there. I once asked my students to walk into an office or a plant and without speaking to anyone, to make a guess at what kind of environment it would be to work in, and what kind of attitudes and values the management would hold. They were amazed at how accurate their guesses turned out to be when we later visited the same places more formally and conducted surveys of the staff.
Charles Handy
The Hungry Spirit - Beyond Capitalism: A Quest for Purpose in the Modern World (p. 71-72), Broadway Books, 1998
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“When Microsoft last week announced the launch of its new ‘hypervisor-based virtualisation technology,’ Financial Times columnist Michael Skapinker says, “I did not have a clue what it meant, but no doubt software people did.”
This is the thing about jargon… Skapinker writes:
Any group that works, plays or lives together develops its own vocabulary, often incomprehensible to [...]
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The Ritz-Carlton Gold Standard
Dan Wooldridge shares this excerpt from Joseph Michelli’s book, The New Gold Standard, to make us think about the authenticity of corporate values and culture in caring for people and making a difference.
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Gleanings from The Soul of Silicon by George Gilder
Sam Nguyen captures the basic ideas from George Gilder's essay on a radical shift in thinking about capital, economics, and the role of the church today.
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These two articles from our archives describe Christmas then and now in the context of a flat world, and present the challenges to communicating the message in a flat world.
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Our friend, Bernard Moon, is a resident and technology business veteran from Silicon Valley. Here he shares some insightful observations of the behavior and culture of Silicon Valley as only an insider to the culture can.
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Americans Divided Over a Divided America
Jim Hancock explores the perception of the economic gap in America.
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What the Emerging Workforce Can't Know (Unless We Tell Them)
Every fall, Beloit College publishes a Mindset List to remind college lecturers — and those of us who employ workers from the emerging generation — what college freshmen can’t know in any firsthand way.
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The Role of Artists in Modern Culture
Via Affirmativa exists to serve those who are "Revealing God and His ways through the making of art."
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Is church work more spiritual than any other work?
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The Reason Why Google Is #1?
Google, selected by Fortune as the #1 company to work for, exhibits a culture and leadership that seems more like the biblical concept of a household, oikos, rather than a modern company.
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If they're not at church, where are they?
The Barna Group reports that roughly 100 million people in the U.S. don't attend church. The good news for readers of InsideWork®, according to Dan Wooldridge, is that they are 100% in the marketplace.
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