In most organizations today, there’s a dangerous overemphasis on profit maximization at the expense of something equally critical: a robust learning culture. While the pursuit of efficiency and short-term gains might look appealing on paper, it’s a false economy. The long-term consequences of neglecting employee development are stark: diminished creativity, waning loyalty, and a disengaged workforce. The reality is clear—without a human-centered approach that prioritizes learning and growth, these losses aren’t just probable, they’re inevitable. And in the race to optimize, companies may be forfeiting their most valuable resource: the potential of their people.
At Pixar, under the visionary leadership of former co-founder and President Ed Catmull, there was a core principle that many companies overlook: Sacrificing short-term profit for a healthy, thriving learning culture wasn’t a gamble—it was an investment in long-term success.
Efficiency vs. Engagement
In most organizations, two forces seem to be at odds: efficiency on one side, and engagement and innovation on the other. Efficiency demands measurable outputs, while a learning culture thrives on creativity and collaboration—things that aren’t always easy to quantify. Yet these two forces don’t have to be in opposition. The real challenge is striking the right balance: How can organizations optimize for efficiency while also nurturing a culture where learning and creativity can flourish?
Some of the greatest benefits of a learning mindset can’t be easily measured. The energy, the spontaneous collaboration, the “aha” moments—these are harder to capture on a spreadsheet, but they’re crucial for long-term success. Does everything need to be measured? Or can we trust in the unquestioned value of fostering a learning culture?
A study from Bersin by Deloitte found that companies with strong learning cultures are 92 percent more likely to develop innovative products and processes, and 52 percent more productive than their peers. Similarly, a report by LinkedIn Learning highlighted that 94 percent of employees would stay longer at a company if it invested in their career development. These findings suggest that focusing solely on efficiency, without fostering engagement through learning, is not just a misstep—it’s a missed opportunity for growth and retention.
At Pixar, Ed Catmull never asked for a return on investment (ROI) when it came to learning initiatives at Pixar University (PU). There was no obsession with metrics—the value was understood, woven into the way work was done. Whether it was improv or coding, Pixar employees learned together, pushing their boundaries. This approach kept minds nimble and fueled curiosity, the very thing that drove Pixar’s success.
The Purpose of Pixar University
Pixar University was about one thing: keeping people learning. As Catmull writes in Creativity, Inc., “The purpose of Pixar University was never to turn programmers into artists or artists into belly dancers. Instead, it was to keep learning new things. That, too, is a key part of remaining flexible: keeping our brains nimble by pushing ourselves to try things we haven’t tried before.”
The classes—ranging from drawing and sculpture to improv and screenwriting—were designed to get people comfortable operating at the edge of their abilities. This constant exploration fostered a sense of humility and curiosity that was key to Pixar’s innovative culture.
But Pixar University was more than training programs. It became the heart of Pixar’s culture, creating a sense of unity and inclusion. At Pixar, everyone was in the credits of the films, and everyone could contribute feedback, regardless of their title or role. This inclusion wasn’t just symbolic; it was a driving force behind Pixar’s success. It promoted collaboration across departments, dissolving silos and enhancing creativity.
Ultimately, Pixar University changed the company’s culture for the better. It taught everyone—whether animators or accountants—to respect the work of their colleagues. It also made everyone a beginner again. Creativity involves missteps and imperfections, and Pixar encouraged its people to embrace that idea—to get comfortable operating at the edge of uncertainty.
A Learning Environment Beyond ROI
Pixar University’s purpose was to maintain this learning culture. The program adapts to the evolving needs of employees, offering everything from technical training and leadership development to art programs. By pushing the boundaries of creativity and encouraging continuous growth, Pixar University helps to create an environment where learning is embedded into the company’s DNA.
Collaboration, Creativity, and Trust
At Pixar, art and technology are equal partners. This philosophy extends to Pixar University, where artists and technical experts learned side-by-side in classes and meetings. Collaboration isn’t just encouraged—it’s baked into the way Pixar operates:
- Work is shared while still in progress.
- Revisions are made early and often.
- Honest feedback is shared throughout the filmmaking process
- Failures are turned into learning opportunities.
- Creativity is explored beyond the walls of the studio, drawing inspiration from other
industries and trends.
Pixar University isn’t just about skill-building; it’s about fostering community and trust—trust between leadership and employees, between departments, and trust that creativity flourishes when people learn together, continually.
Key Takeaways
- Expand what learning means. At Pixar, learning isn’t confined to formal training sessions. It’s recognized by employees as it happens in everyday interactions, for example, when:
- Sharing work while still in progress, for example during “Braintrusts” and “Dailies.”
- Revising and refining early and often, and sharing work transparently with peers.
- Turning failures into learning opportunities by engaging in “post-mortems” after
- projects or films are completed.
- Seeking inspiration from outside industries and trends, through Pixar University’s
- speaker series.
- Publishing research and participating in industry conferences
- Embed learning where the work happens. At Pixar, learning isn’t a separate event—it’s woven into the day-to-day workflow. Leadership Development teams regularly sit in on meetings with filmmakers, for example, pausing to point out dynamics that are helping or hindering progress. Learning about listening, for example, happens in classrooms but is reinforced “on-the-job” during leadership department meetings, in real time, and integrated into the process of creating.
- Leadership participates in learning. Ed Catmull and other leaders regularly attended drawing classes as Pixar University formed, demonstrating that learning wasn’t just encouraged but valued across all levels of the company. This wasn’t just lip service—leadership led by example, and this made Pixar University an essential feature of the culture.
- Value learning side-by-side. Pixar’s culture of learning brings people together, regardless of their title or department. Whether artists, engineers, or executives, everyone learns together. This breaks down silos, fosters collaboration, and builds trust across functions.
- Learning as a mindset. Learning is a mindset, not something that has to be justified through ROI. At Pixar, learning is embedded in the culture, allowing employees to explore creativity through multiple channels. This mindset isn’t just idealistic—it’s essential. It’s how Pixar stays innovative, collaborative, and resilient, even in the face of challenges.
Are companies willing to risk prioritizing learning over short-term profit? At Pixar, the investment pays off in ways that can’t always be measured—but are felt.
