Corey Smith posted this on Friday, July 15, 2011 at about 2pm.
When John Lasseter was directing A Bug’s Life, he had the goal to top Pixar’s performance of Toy Story. His team realized very soon that most of their experience from Toy Story was meaningless when applied to A Bug’s Life because of the scope of the new story.
A Bug’s Life was the first fully digital, wide screen animated production and new technological challenges were brought to bear. In fact, John commented that they were “drowning” in the technical issues that arose.
One of the producers told John that they were limited technologically to produce crowd shots with more than 50 characters. Could you imagine an ant colony with only 50 ants visible at any given time?
“I am willing to accept that if that is all you can do, but I willing to be that you guys can do better. “
They formed a team called the “crowd team” to solve the problem and they over came the technical issues and A Bug’s Life was the highest grossing film of 1998.
When thinking about running your business, you have to be very careful to not get caught up in the newest technology of the day and focus on your business. Don’t let technology get in the way.
Sometimes the technology is part of the business requirement. We just have to not let the tech get in the way. Start with understanding your business objective (sell more stuff, decrease costs, communicate with customers) then focus on what will get you to that end.
Corey Smith posted this on Wednesday, June 8, 2011 at about 5pm.
I sit in meetings with business owners and CEOs very often. My role in those conversations tends to the marketing side because of the services that Tribute Media offers.
One common question that I seem to hear often from CEOs is, "What should my role in marketing be?"
That is an interesting question. It is interesting because I think it is the wrong question.
I think the question should be, "What do you want to do?"
Now, when thinking about this question, I am not only thinking about what do you personally want to do but I am thinking about what you want your company to do... or more importantly, what you want your business to be.
The challenge most CEOs, and most people for that matter, have is they have certain skill and desire sets that don't necessarily line up with the requirements of the job. Too often, we try to focus on doing the things we aren't necessarily good at or want to do because we feel that if we don't, it won't be done.
Until you can define the answer to the question, "What do you want to do?" You will never get to where you need to be. Until you can focus on doing what you are best at and what you love to do, you will always do what needs to be done poorly rather than getting the best people for the job to provide those functions in your company.