When I was young, it was television that was taking off, and so you had people worried that people were spending too much time watching television.

Virtual reality's been around for 40 years. People have been talking about storytelling in that world for all these years, and there have been experiments around of people trying to do that, and always excited about it.

Linear narrative is an artfully-directed telling of a story, where the lighting and the sound is all for a very clear purpose. You're not just wandering around in the world.

We have a whole industry which is gigantic: games. Games is very successful. It's its own art form, though, and it's not the same as a linear narrative.

I love solving the problems of having groups work together and removing barriers. But to actually turn around and be in the center of that is an awkward place to be.

I actually feel awkward being at the center of attention.

If something works, you shouldn't do it again. We want to do something that is new, original - something where there's a good chance of failure.

With every one of our films, we try to touch emotions, but we don't try to touch the same emotions each time.

We need business leaders who have a respect for technical issues even if they don't have technical backgrounds. In a lot of U.S. industries, including cars and even computers, many managers don't think of technology as a core competency, and this attitude leads them to farm out technical issues.

A movie contains literally tens of thousands of ideas. They're in the form of every sentence; in the performance of each line; in the design of characters, sets, and backgrounds; in the locations of the camera; in the colors, the lighting, the pacing.

After Pixar's 2006 merger with the Walt Disney Company, its CEO, Bob Iger, asked me, chief creative officer John Lasseter, and other Pixar senior managers to help him revive Disney Animation Studios. The success of our efforts prompted me to share my thinking on how to build a sustainable creative organization.

Pixar is a community in the true sense of the word. We think that lasting relationships matter, and we share some basic beliefs: Talent is rare.

Everything's interconnected. That's the way life is.

Are the Simpsons cool? They are, and that is crude 2D animation.

If you see a bad live action film, what are the conclusions you draw? Typically, it is that they made a bunch of mistakes, a bad script, wrong casting. You get into 2D, and you get a few films that are not strong films. And what is the conclusion? That it's 2D? I beg to differ. It's a convenient excuse, but it's just wrong.

I know that with most companies that have a lot of success, it tends to throw you off, and you can become more conservative. One of our questions is, How do we keep from being pulled into conservatism because we're afraid of not being successful again?

What happened in the early days of Disney is that Walt Disney used all of the new technologies as they came out. When matting came out, they adopted it. They adopted sound and color and xerography. Walt did that. And then, when he died, people began to think that this is just about making films, so they stopped bringing in new technologies.

Lucasfilm has always had an openness to technology.

We'll fund a project even if I'm skeptical because I'd rather be proven wrong by somebody on the inside than by somebody on the outside.

At Pixar, we believe strongly that filmmakers should develop ideas they are passionate about. This may sound like a no-brainer, but in fact in Hollywood, the big movie studios have whole departments devoted to acquiring and developing projects that will only later be paired with a director-for-hire.

Believe me, sequels are just as hard to make as original films.

The problem is some of our riskier films just don't make as much money. But if you only make films that will just be commercially successful, then you can also sink yourself as a studio.

Look at the computer industry. I've watched a lot of companies come and go, some that were right at the pinnacle of their success.

I started off life at Pixar with interesting technical problems. But as time has moved on, I found that the social and management problem was far more complex and interesting.