Innovation is a tricky beast. Everyone talks about it, but few people know how to grow it, and even fewer know how not to kill it. Some of the world's most innovative companies, like Pixar, understand that innovation is more than just shiny new ideas. It's about dismantling outdated beliefs that stifle creativity before it has a chance. Pixar co-founder Ed Catmull realized that a few stubborn business ideas act like a dam, blocking the flow of innovative new ideas. And it wasn't just Pixar. From tech giants to startups, these four outdated management beliefs (beliefs you've probably never thought through) can throttle your company's innovation potential. Here's why it's time to throw them away and build something better.
1. “Leaders know what's going on.”
At Pixar, Catmull had a powerful realization that the higher you climb, the more distorted the truth becomes. What is his simple but profound lesson? If we are not actively seeking the truth, we will almost certainly miss it. And if you miss it, you're not just covering up a small problem, you're heading straight for a crisis. The kind that makes leaders think, “Wait, why didn't I think this would happen?”
And to be honest, it's their fault.
Leaders need to stop acting as if they have complete clarity from an executive position. Spoiler alert: That's not the case. The further we get from the ground, the more we need to realize that our views are, at best, partial. Real story? It's buried beneath layers of politeness, surface-level nods, and filtered feedback. So if you want the truth, you need to create a system to unearth it. I have to dig.
That's exactly why Catmull created the “Pixar Pier Pirates” program. No, it wasn't about plundering the ship, it was about something just as daring: giving non-administrators the green light to tell them what was broken. The point here is, what happens when feedback is filtered through layers of hierarchy? Well, by the time it gets to the top, it's been cleaned, sanitized, and stripped of its sharp edges. As you know, this kind of feedback is actually helpful. So Pixar cut out the middleman. They created a direct link between people who see the problem up close and leaders who can actually do something about it.
2.”Stay in your lane.
Cross-pollination of ideas takes things from “so-so” to “awesome.”
take win or loseA prime example of this is Pixar's first full-length series. During production, department leaders moved away from the traditional pipeline approach and fully embraced creative collaboration. Instead of art, story, and animation working separately, the directors brought them all together from the beginning. Editors were in the room when animators were pitching ideas, and story artists worked closely with the animation team to hone the characters' expressions. It's not just about passing the baton, it's about running together.
This open-door, all-hands-on-deck mentality helped shape it. win or lose's unique storytelling. The series focuses on the perspectives of various characters leading up to a middle school softball game, so the animators, writers, and editors worked collaboratively from day one to ensure each episode has a tone and style. We were able to reflect the changes without difficulty. This fluid exchange of ideas ensured that all characters' perspectives were clear and authentic, while keeping the overall story consistent.
3.”Don't break the chain of command. ”
Let's talk about the old rule: “Never ignore your boss' opinion.” Everyone has heard of it. And it's past its expiration date. If you create a workplace where every idea has to go through the chain of command, your system becomes clogged with bureaucracy. Pixar has adopted a flatter communication model, one in which even the newest interns have a voice. leadership? It wasn't about holding all the power. It was about coaching the team and creating a space where creativity could flourish, and hierarchy took a backseat.
Need proof? Look no further than IBM. Once a pioneer in AI with Watson, it has fallen behind in cloud computing. why? There is too much focus on legacy systems and too little focus on innovation. Companies that are stuck in the mindset of “we've always done it this way” have no room for experimentation. They leave no room for breakthroughs.
4.”Naysayers are troublemakers. ”
If you instinctively try to control and subjugate “troublemakers,” you will end up cutting off the vitality of your company. So-called “troublemakers” – people who ask difficult questions, push back on bad decisions, or point out the elephant in the room – are innovation's secret weapon. Embrace them or you will miss out on breakthroughs.
Companies that are successful and free from bottlenecks are Constructive destruction. Innovation is not a one-and-done process. It's a way of thinking. It's the daily practice of asking questions and creating spaces where people feel safe to speak up, push back, and challenge the status quo.
What does the future hold for your company? It is not in the hands of those who follow the rules. That's with those who try to destroy them (in a constructive sense, of course). Therefore, give your employees room to experiment. Make room for opposing views. And embrace the messy and glorious process of creativity. That's where the next big breakthrough awaits.
Innovation is not something you sprinkle on top of a project. It's a muscle built by breaking out of outdated management beliefs that silently stifle creativity. Companies that thrive are those that make space for bold experimentation, cross-functional collaboration, and healthy dissent. Leaders must actively mine the truth, embrace constructive destruction, and most importantly, empower so-called “troublemakers” who challenge the status quo. That's where the real breakthroughs come from. So loosen the reins, create some chaos, and watch your next big idea take shape.
