Entity Dossier
entity

Star Wars

Strategic Concepts & Mechanics

Signature MoveShadow First, Decide Later
Cornerstone MovePatent Shakedown as Bridge Financing
Cornerstone MoveIPO Week of Toy Story to Buy Negotiating Power
Signature MovePoint Richmond Isolation as Innovation Shield
Signature MoveDaily Phone Calls With No Off-Hours
Operating PrincipleMutual Resolution Over Imposed Outcomes
Competitive AdvantageBrand Billing War With Your Own Distributor
Cornerstone MoveOne Basket Watched Obsessively, Not a Slate
Capital StrategyFilm Library as Compounding Asset
Risk DoctrineCarrying Costs as Animation's Silent Killer
Decision FrameworkWhiteboard Leverage Audit Before Negotiation
Signature MoveSteve Writes the Check, Not the Script
Cornerstone MoveSell the Castle Before the Walls Crack
Identity & CultureBureaucrat-Artist Tension as Operating System
Signature MoveNo Backup Position in Any Negotiation
Operating PrincipleDenial as Quality Control
Identity & CulturePrincipal or Employee, No Middle Ground
Signature MoveInstinct Over Data as Decision Doctrine
Cornerstone MoveOne Dumb Step Then Course-Correct at Speed
Operating PrincipleCreative Conflict as Decision Engine
Decision FrameworkSerendipity as Career Navigation System
Cornerstone MoveControl Hardwired or Walk Away
Signature MoveHire Sparky Blank Slates Over Credentialed Veterans
Competitive AdvantageContrarian Counterprogramming as Market Entry
Strategic PatternScreens as Interactive Commerce Surfaces
Cornerstone MoveSeize Mismanaged Clay and Sculpt It
Capital StrategyCash the Lucky Check Immediately
Signature MoveMaterial First, Never the Package
Identity & CultureFearlessness Borrowed from Greater Terror
Operating PrincipleDrill to Molecular Understanding Before Acting
Signature MoveSpin Out What You Build, Never Hoard Scale
Signature MoveTorture the Process Until Truth Rings

Primary Evidence

"Many people imagine that nothing could be more fun and potentially more lucrative than making movies. After all, in its first four years, Star Wars returned profits of over $150 million on an initial investment of $11 million. Nonetheless, ego gratification rather than money may often be the only return on an investment in film. As in other endeavors, what you see is not always what you get. In fact, of any ten major theatrical films produced, on the average, six or seven may be broadly characterized as unprofitable and one might break even.1"

Source:To Pixar and Beyond

"Michael and I negotiated with each other tortuously on every detail before we engaged with Lucas’s representatives. Michael was right to win the risk argument and take on the movie, but I did make certain that if it was successful, we wouldn’t be in the position of Fox, which had only a one-picture license from *Star Wars.* I insisted we had the right to make sequels on the same terms as the original, given that the terms on the original were so much higher than anyone else had ever received. I wanted to retch once, and then not have to regurgitate in a new negotiation if the film was a success. And I wanted it in the clearest, most unambiguous language that all the parties agreed to and understood; there would be no new negotiating if George Lucas wanted to do a sequel. After the squabbling, all was settled and off they went to make the movie, and miracle of miracles, they made it on budget and on schedule."

Source:Who Knew

Appears In Volumes