Fail Safe ja yrityskulttuuri

Matalasuhdanne poteroi helposti organisaation. Yleinen harmaus helposti särkee myös yrityksen sisäiset suhteet. Sen sijaan, että tunnistettaisiin yhteinen vihollinen, aletaan varmistella omaa asemaa.

Nyt tarvitaan johtamista, yhteistä tavoitetta ja visiota. Tässä esimerkki Pixarilta:

Koko artikkeli osoitteessa:
http://www.variety.com/article/VR1118007794.html?categoryid=1050&cs=1

"The trick is to make those mistakes as quickly as possible and move on, a philosophy Lasseter picked up from colleague and computer science pioneer Ed Catmull (the man who lured him to Lucasfilm Computer Graphics Group after Lasseter lost his job at Disney in 1983 -- the setback that has paid off best in Lasseter's career).

"When you think about science, it's about experimentation, and 99% of the experiments fail, but you learn from the failures and you move on," Lasseter says. "That's the great thing about Ed. He's always wanting people to keep pushing, keep experimenting, keep trying, and we always learn and keep moving forward."

He is adamant that teams not be allowed to sequester themselves or work too long without sharing their progress with others. No matter what state a project is in, every three months, directors are required to put their film up on reels and test how it screens. That way, Lasseter and his fellow leaders can identify problems early.

Lasseter doesn't believe in mandatory notes, introducing instead what he calls the "creative brain trust" at Pixar, a peer-support strategy in which all the directors and key story people from around the company get together and selflessly help on one another's films. "It doesn't matter whose idea it is, the best idea gets used," he explains."