Every Pixar movie has its own rules that viewers have to accept, understand, and enjoy understanding. The voices of the toys in the 'Toy Story' films, for example, are never audible to humans.

Technical understanding should be a core competency of any company.

Part of being the successful Pixar is that we will take risks on teams and ideas, and some of them won't work out. We only lose from this if we don't respond to the failures. If we respond, and we think it through and figure out how to move ahead, then we're learning from it. That's what Pixar is.

I have received a great deal of benefit from the simple yet difficult practice of learning to stop the internal voice in my head. I learned that the voice isn't me, and I don't need to keep rethinking events of the past nor overthink plans for the future. This skill has helped me both to focus and to pause before responding to unexpected events.

I feel there is a great sense of achievement coming from a non-filmy background. But when you are going through a low phase, you don't have anybody to advice you because your parents possibly can't advice you on that.

Political parties depend for existence and success, not so much on the holding of identical views, as on a shared philosophy and ties of loyalty and respect between members. So there are good reasons to try to find compromises when differences emerge on a specific matter.

Give me a couple of years, and I'll make that actress an overnight success.

In the media business and as a creative executive, if you don't take risks, you're dead in the water. Calculated risk-taking is essential for success.