Introduction and Historical Milestones:

Steve Jobs and John Lasseter joined a presentation to discuss the groundbreaking movie Toy Story. Jobs, the co-founder of Apple and Chairman and CEO of Pixar, and Lasseter, the Academy Award-winning director from Pixar, were credited with revolutionizing the animation industry. Toy Story was the first full-length feature film made entirely through computer-generated imagery, garnering over $192 million domestically and more than $300 million internationally.

Technology as a Tool, not a Replacement:

Lasseter emphasized that the technology behind Pixar’s success shouldn’t be viewed as a replacement for human creativity or traditional methods. He likened computer animation tools to “great, new, expensive pencils,” and attributed the success of Toy Story to its strong characters and narrative, rather than its technological novelty.

Misconceptions About Computer Animation:

Both speakers addressed a common misconception: that introducing computers into an artistic field would make the process cheaper, quicker, or completely replace traditional methods. Lasseter compared this to the advent of photography, which didn’t eliminate painting but added a new medium to the artistic landscape.

The Artistic Merits of Computer Animation:

Lasseter, trained in traditional animation, explained the distinct allure of computer animation: its three-dimensionality. This new approach allowed for a richer, more dynamic world where the camera could move in and around objects, an impossibility in hand-drawn animation. He emphasized that the technology offered a “whole new look,” but the essence of animation remained the same—creating motion pictures frame by frame.

Efficiency and Scale:

One key advantage of using computer technology was operational efficiency. Lasseter acknowledged that Toy Story was produced with significantly fewer people compared to traditional animated films like Lion King or Pocahontas, although the production still took over four years. This was indicative of a leaner, more agile operation.

Subjective Interpretation:

When asked about the visual quality of computer-generated animation, Lasseter suggested that this was subjective and for viewers to decide. He stated that while it looked different due to its dimensional attributes, whether it looked ‘better’ was a matter of personal preference.

Self-Perception and Teamwork:

Steve Jobs addresses his self-perception by emphasizing the importance of teamwork in achieving goals, specifically in the realm of technology and entertainment. Jobs points out that high-level projects like those at Pixar are akin to “climbing a mountain with a whole party of people,” highlighting the necessity of an extraordinary team for such endeavors.

Origins and Ambitions of Pixar:

Steve Jobs recounts how he became involved with Pixar. The journey started with Dr. Ed Catmull and his team of computer graphics specialists at Lucasfilm. Catmull’s dream of creating the first computer-animated feature film led Jobs to buy into this vision both “spiritually and financially.” He mentions that it took 10 years to realize this dream, due to pioneering every step of the way.

The Nature of the Business:

Jobs clarifies that although Pixar has invented many technological solutions, it doesn’t consider itself primarily a technology company. Instead, it sees itself as an entertainment company, where technology serves to aid the creative storytelling process.

Computer Animation Misconceptions:

Both Jobs and Lasseter clear up a common misconception about computer animation. They point out that while computers help with the drawing, the animation—or the ‘acting’—is done by human animators. Jobs emphasizes that computers are not the heart and soul of the characters, but the animators are.

Storytelling Approach:

John Lasseter explains that the storytelling process in animation differs significantly from live-action filmmaking. In animation, because the production of footage is time-consuming and expensive, the film is essentially edited in advance. They employ storyboards and story reels to “beta test” the film, allowing them to make necessary changes before the final animation. This method, they believe, contributes to a higher hit rate in animated films compared to live action.

Role of Technology in Animation:

Lasseter further discusses how technology is integrated into Pixar’s animation process. While embracing new technology, Pixar also retains traditional methods like storyboarding, which they deem irreplaceable. Technology is only used where it can make the film better or different, making sure the focus always remains on storytelling.

Storytelling Process:

John Lasseter discusses the extensive process of story development, mentioning that the first one and a half years of the four-year Toy Story development timeline were solely for story crafting. They aim to appeal to a wide demographic—children, parents, teenagers, and even adults without children.

Enduring Impact:

Steve Jobs highlights the longevity of animated films like Disney’s Snow White, which has been around for 60 years and remains popular. He contrasts this with technology products, which become obsolete in a matter of months or years. For Jobs, the competition isn’t with other companies but in creating a film that people will love and remember for decades.

Why Choose Pixar:

Lasseter outlines three reasons for creatives to join Pixar: creative satisfaction, career pride, and a fun work environment. He emphasizes giving artists a sense of ownership over their work. Jobs adds that Pixar isn’t just a technology company but an entertainment company building long-term assets.

Market Misunderstanding:

Jobs discusses Pixar’s stock performance, suggesting that the market may have initially misunderstood Pixar as a technology company focused on short-term earnings, instead of an entertainment company creating long-lasting assets.

Exclusive Success:

Both speakers note that creating blockbuster animated films is a rare feat, with Pixar becoming only the second studio in history to achieve it after Disney. Jobs suggests that this unique ability positions Pixar well for the future.

Future Considerations:

While the topic of political satire in animation arises, Lasseter argues that such themes can quickly become dated, contrasting with their goal of creating stories with enduring appeal. The conversation hints at what could come after Pixar’s three-picture deal with Disney, leaving it an open question.

The dialogue between Jobs and Lasseter sheds light on the intricate process of storytelling in animation, the unique selling propositions of Pixar, and the longevity of animated films as opposed to technology products.

Disney Collaboration & Apple’s Legacy:

Steve Jobs opens by expressing satisfaction with his partnership with Disney, hinting at future collaborations. When questioned about Apple’s current state, he takes pride in the legacy of innovation he left behind, even if that innovation now lives on through Microsoft’s Windows 95.

Industry Observations:

Jobs describes his current relationship with the tech industry as that of a spectator, specifically citing battles between Apple and Microsoft and Netscape and Microsoft. He admits to using and caring about the Internet, calling it the “most exciting thing in the computer business.”

Pixar’s Identity:

Jobs emphasizes that Pixar should be understood as a filmmaking company, not a computer one. He believes that as Pixar continues to produce films, this understanding will become widespread. He also speaks about the long-term perspective of filmmaking, noting that the films take four years to make but last for decades.

Role of Technology and Storytelling in Pixar:

Initially attracted to Pixar due to its technological capabilities, Jobs mentions that it took “more PhDs to work on Toy Story than any film in history.” However, he acknowledges that he has been educated (or “brainwashed,” according to John Lasseter) to understand that the real value of Pixar lies in storytelling.

Investment and Future:

Jobs recounts investing over $50 million of his own money into Pixar, noting the marketplace finally recognizing it as a wise investment a decade later. When questioned about his future, he indicates a tendency to stick with his ventures until “somebody kicks me out.”

Role of Marketing:

Jobs agrees that his early genius at Apple was in understanding both the concept and marketing. However, at Pixar, he is confident that the company’s work will speak for itself, negating the need for aggressive marketing.

The dialogue captures Jobs’ perspectives on his career evolution, from a tech innovator at Apple to a storytelling pioneer at Pixar, while still maintaining his interest in the broader technology landscape.