The Balanced Scorecard Approach Toy Story was nominated by the Academy Awards for best picture and best animated feature and grossed more than 1 billion worldwide Claimed 4 Oscars for best animation since 2001 ID: 558803
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Pixar The Balanced Scorecard Approach
Toy Story was nominated by the Academy Awards for best picture and best animated feature and grossed more than $1 billion worldwide.Claimed 4 Oscars for best animation since 2001.Pixar is a “tightknit company of long-term collaborators who stick together, learn from one another, and strive to improve with every production” and has built a reputation for long-term affiliation and contributions throughout the entire organization (Taylor, 2008, para. 6).Competes against Dreamworks (creator of Antz) and Sony (creator of Cloudy with a Chance of Meatballs).Disney’s talent for animation is what sparked the creation of Pixar by Edwin E. Catmull in 1975. Slide2
Pixar issues and concerns:
The 2006 acquisition by the Walt Disney Company (creator of Wreck-It Ralph and Tangled) brought with it concerns as to whether or not Pixar could continue to produce record-breaking animated films.Can Pixar increase production without compromising the high standards the company was founded on. Is Pixar capable of continuing to make good decisions their customers and shareholders have come to expect? Can they continue to make creative films and expand production capacity?Slide3
Balanced ScorecardSlide4
Customer Perspective
What needs must Pixar meet and serve?Pixar creates value by ensuring fun for the whole family. Adults can look forward to going to see a kids movie (with or without the kids) bringing out the kid in everyone! Toy Story I, II, IIIIt’s a Bug’s LifeMonsters Inc.Finding NemoThe IncrediblesTakes advantage of new technology and social media sites (Facebook, Twitter, and Instagram) in an effort to keep track of the public’s likes and dislikes. Continues to perform to customer standards by providing animated films with captivating storylines.Slide5
Internal Business PerspectiveCore competencies surround a unique approach to making exceptional films and the fact that “quality is more important than quality” (
Dess, Eisener, Lumpkin, 2012, p. C218).Preserves its lengthy process of crafting films to ensure consistency and continue producing high quality and creative films.Addition of new division to meet the growing demands and faster production pace in an effort to generate more ideas for new films.Slide6
Internal Business PerspectiveAchieved First-mover Advantage against its competitors:
“Pixar was the first to move into the digital animation movie technology and used its know-how to gain access to Disney’s brand name reputation in animation, storytelling, merchandising might, and its distribution channels through an alliance that was beneficial to both firms” (Afuah, n.d., p. 151).First to pursue digital animation technology: “Pixar had a chance to cooperate with Disney and take advantage of its storytelling capabilities and distribution channels to complement its digital animation technology so as to create the likes of Toy Story and Finding Nemo” (Afuah, n.d., p. 113).Slide7
Innovation and Learning Perspective
Inspiring and motivating people creatively is what keeps Pixar at an advantage competively.Human Capital: “Individual judgment is enhanced by organizational judgment” (Davenport, 2010).Pixar’s management has a high degree of autonomy. At the same time, feedback from all levels is taken very seriously!Talent consists of highly creative: Hollywood production directors, writers, artsy animation experts, engineers, storytellers, and technologists.Pixar has established itself as an organization dedicated to learning:Pixar University: 110 different courses availableA “complete filmmaking curriculum, classes on painting, drawing, sculpting and creative writing” and every employee is encouraged to dedicate up to 4 hours a week on utilizing these courses(Taylor, 2008).Slide8
Innovation and Learning Perspective
In its drive to achieve competitive advantage, Pixar takes advantage of its Information Capital: Consistently develops groundbreaking software systems:“Marionette, Ringmaster, and RenderMan, and a laser recording system for film—Pixarvision” (Afuah, n.d., p.395).Development of new animation software, called Luxo, to allow for a fewer number of animators per movie.Using computers to produce a unique style of creative moviemaking.Technological achievements help develop creativity.Slide9
Innovation and Learning Perspective
Organizational Capital: Free-wheeling entrepreneurial culture sets an environment in which creativity is key.Creative Workspace & Work Environments: office cubicles transformed into tiki huts, circus tents, and cardboard castles.Encourage collaboration while reducing collective burnoutDoctors and Masseuse are available weekly or as needed.Slide10
Innovation and Learning PerspectivePixar continues to share internal knowledge in an effort to continuously satisfy the growing needs of its customers and shareholders.
Another key to Pixar’s success is its commitment to challenging the status quo and fostering creativity throughout its organization!Slide11
Financial PerspectiveProfitability
Although animated films cost 30% less than traditional films, they take considerable time to develop. Pixar understands it’s the storyline that is the driving force behind successful movies.The Company Motto is “Where story is King”Operating Efficiency Increasing production could solve this, however the number of employees will also double creating additional concerns as to quality, production pace and the consistency of operations.Slide12
Financial PerspectiveRevenue
In 1995, Toy Story grossed the third highest animated film of all time, earning $362 million in worldwide box-office revenues; Shares of stock rose from $22 to $33!Slide13Slide14
ReferencesAfuah
, A. (n.d.). Strategic Innovation: New game strategies for competitive advantage. Retrieved from http://psbm.org/Ebooks/Strategic%20Innovation%20New%20Game%20Strategies%20for%20Competitive%20Advantage.pdfDavenport, T. (2010). Five ways Pixar makes important decisions. Havard Business Review website. Retrieved from https://hbr.org/2010/07/how-to-make-good-decisions-lesDess, G., Eisner, A., & Lumpkin, G.T. (2012). Strategic Management (6th ed.) McGraw-Hill, New York, New York ISBN – 13 9780078029318Taylor, B. (2008). Pixar’s blockbuster secrets. Harvard Business Review website. Referenced from
https://
hbr.org/2008/07/pixars-blockbuster-secretsSlide15
Instructor’s Comments
Here is my summation of the problems/challenge at Pixar: The challenge is to continue to create new films which depends on creative, highly motivated employees, leading-edge technology, and world-class leadership. Dr. Rodgers