Earlier quoted context omitted.
> There's something essentially wrong with Meta and Google where they can do tech but not products anymore. I'd argue it's because the honest human desire that drives a product dies or is refined out of initiatives by the time it gets through the optimization process of their org structure. This is a really nice insight. I hadn’t put it together this way before. It’s similar to design-by-committee, or movie script-by…
I wonder why so few companies employ Pixar’s Brain Trust method. You get into a room with a bunch of key execs who are not part of your project and then they tear your product/movie/idea apart. You don’t have to implement any of their suggestions but since these are seasoned execs they see flaws readily. The key is that the process encourages candid feedback without hierarchy or defensiveness. This goes on for a coup…
It doesn't scale. That model hasn't been utilized at Pixar lately - whatsm was the last good/hit Pixar movie that wasn't a sequel or side-quel? Like most companies, Pixar relies on a few great products or ideas, and then doubling/tripling down on them, to make sure the graph grows up and to the right for shareholders.