Universal Studios Picture Quotes

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

To my children three. Life is like a movie, it starts and it ends.If you are reading this probably i'm gone. but my presence is always with you. All wanted to say how much I loved you. and I wanted to share my life journey with all of you. When I Conceived each of you, I can feel the butterflies in my tummy and I already fail in love with you. When each of you were born, tears dropped of my eye, I know it that was a happy tears. When you said dada, I was excited and happy to hear you saying it over and over. I see you growing like a flower and flying like a bird in front of my eye, in front of the pales a colorful garden who always stay blooming. Slowly you gew wing and all you flew away from the nest. All i'm left with good memories an album full of beautiful of pictures.from you baby showers, 1st word, 1st birthdays,1st trip to Disney or Universal Studios, each of you got to meet your favored TV characters. Your smiley faces was telling me I was doing ok as a parent, although I been told I'm the worst mom. But I know you did not mean that, you meant to say I love you mom. and I love you to my children, It was a nice journey. If I have to go back on time to change the way I raised you, I won't change a thing, beside some of your friends, but you were old enough and free to make your own choices. You have to make your mistakes and i'm pretty sure you learned from them. But at the end I never worry about you, because I'm pretty sure I give 200% as a parent. I know I taught, I armed and I shield you with everything including knowledge you need to survive in world. Remember don't matter how old are you, you always will be my babies. and I always be your Angel ! "Toko - Lock " te ka nana sho. Love Mom & Grandma!

As Frances had learned to do in times of uncertainty, she created a project over which she had total control and began writing a book “Dedicated to the memory of Irving Thalberg as a tribute to his vision and genius.” How to Write and Sell Film Stories was written for “serious students of film technique.” She filled the straightforward textbook with anecdotes from her films and others’ to convey the lessons on the development of plot, motivation, and characters she had learned with Thalberg. She had come to believe that because of increased censorship and the limited number of adaptable plays and novels, “eighty percent of the motion pictures produced will be soon be stories written exclusively for the screen” and the time was right for a book on original screenplays. The audience for the book was immediate; universities ordered copies before it was published and it quickly went into several printings. The book led to her taking on an advice column on screen writing for Cinema Progress, a serious educational film magazine published by the American Institute of Cinematography based at the University of Southern California. She opened her house to roundtable discussions with students and sponsored a scenario contest with the winners serving as studio “apprentices.

Some viewed Chinese investors as the latest “dumb money” to hit Hollywood. It is no doubt true that financing movies is not the smartest way for any investor, from anywhere in the world, to earn the best returns. Others had a different theory—that some wealthy Chinese individuals and businesses were seeking to get their money out of China, where an autocratic government could still steal anyone’s wealth at any time, for any reason. Certainly Hollywood had long been a destination for legal money laundering. But those who worked most closely with the Chinese knew that the biggest reason for these investments was a form of reverse-colonialism. After more than a decade as a place for Hollywood to make money, China wanted to turn the tables. The United States had already proved the power of pop culture to help establish a nation’s global dominance. Now China wanted to do the same. The Beijing government considered art and culture to be a form of “soft power,” whereby it could extend influence around the world without the use of weapons. Over the past few years, locally produced Chinese films had become more successful at the box office there. But most were culturally specific comedies and love stories that didn’t translate anywhere else. China had yet to produce a global blockbuster. And with box-office growth in that country slowing in 2016 and early 2017, hits that resonated internationally would be critical if the Communist nation was to grow its movie business and use it to become the kind of global power it wanted to be. So Chinese companies, with the backing of the government, started investing in Hollywood, with a mission to learn how experienced hands there made blockbusters that thrived worldwide. Within a few years, they figured, China would learn how to do that without anyone’s help. “Working with a company like Universal will help us elevate our skill set in moviemaking,” the head of the Chinese entertainment company Perfect World Pictures said, while investing $250 million in a slate of upcoming films from the American studio. Getting there wouldn’t be easy. One of the highest-profile efforts to produce a worldwide hit out of China was The Great Wall, starring Matt Damon and made by Wanda’s Legendary Pictures. The $150 million film, about a war against monsters set on the Chinese historic landmark, grossed an underwhelming $171 million and a disastrous $45 million in the United States. Then, to create another obstacle, Chinese government currency controls established in early 2017 slowed, at least temporarily, the flow of money from China into Hollywood. But by then it was too late to turn back. As seemed to always be true when it came to Hollywood’s relationship with China, the Americans had no choice but to keep playing along. Nobody else was willing to pour billions of dollars into the struggling movie business in the mid-2010s, particularly for original or lower-budget productions.

Asked about how he got into pictures, Brennan replied to a Columbia University interviewer, “I got in purely from hunger. I went over the back fence. Nobody took me by the hand. I worked in this atmosphere and from there on, which many others did. Cooper did, too, the same thing, you know, and Gable, and several of them worked that way.” Walter became a tramp, drifting from one studio to another, with casting directors pointing out the exit as Walter wondered what to do next.

Much of Brennan’s early work was on the Universal Pictures lot, including Spangles (November 7, 1926), in which he plays a lunch counterman. More importantly, he was able to watch, for the first time, the great Cecil B. DeMille in action. A decade later the director would award Brennan one of his best roles in The Buccaneer. Although Universal made high quality films using important filmmakers like DeMille, it was better known as a producer of “programmers,” cheap action films with lots of thrills. Established in 1912, Universal was the oldest studio, and, as film historian Thomas Schatz puts it, “a world unto itself, a self-contained municipality devoted exclusively to making motion pictures. There were restaurants and shops and even a police force.” Universal had factory-size production facilities, including a shooting stage sixty-five feet by three hundred feet. There was no better place for Walter Brennan to get work and learn his trade in every kind of genre film.

Attend a university if you possibly can. There is no content of knowledge that is not pertinent to the work you will want to do. But before you attend a university work at something for a while. Do anything. Get a job in a potato field; or work as a grease-monkey in an auto repair shop. But if you do work in a field do not fail to observe the look and the feel of earth and of all things that you handle — yes, even potatoes! Or, in the auto shop, the smell of oil and grease and burning rubber. Paint of course, but if you have to lay aside painting for a time, continue to draw. Listen well to all conversations and be instructed by them and take all seriousness seriously. Never look down upon anything or anyone as not worthy of notice. In college or out of college, read. And form opinions! Read Sophocles and Euripides and Dante and Proust. Read everything that you can find about art except the reviews. Read the Bible; read Hume; read Pogo. Read all kinds of poetry and know many poets and many artists. Go to and art school, or two, or three, or take art courses at night if necessary. And paint and paint and draw and draw. Know all that you can, both curricular and noncurricular — mathematics and physics and economics, logic and particularly history. Know at least two languages besides your own, but anyway, know French. Look at pictures and more pictures. Look at every kind of visual symbol, every kind of emblem; do not spurn signboards of furniture drawings of this style of art or that style of art. Do not be afraid to like paintings honestly or to dislike them honestly, but if you do dislike them retain an open mind. Do not dismiss any school of art, not the Pre-Raphaelites nor the Hudson River School nor the German Genre painters. Talk and talk and sit at cafés, and listen to everything, to Brahms, to Brubeck, to the Italian hour on the radio. Listen to preachers in small town churches and in big city churches. Listen to politicians in New England town meetings and to rabble-rousers in Alabama. Even draw them. And remember that you are trying to learn to think what you want to think, that you are trying to co-ordinate mind and hand and eye. Go to all sorts of museums and galleries and to the studios of artists. Go to Paris and Madrid and Rome and Ravenna and Padua. Stand alone in Sainte Chapelle, in the Sistine Chapel, in the Church of the Carmine in Florence. Draw and draw and paint and learn to work in many media; try lithography and aquatint and silk-screen. Know all that you can about art, and by all means have opinions. Never be afraid to become embroiled in art of life or politics; never be afraid to learn to draw or paint better than you already do; and never be afraid to undertake any kind of art at all, however exalted or however common, but do it with distinction.

The transformation of Hollywood into a foreign-first business has also made sequels, spinoffs, and cinematic universes the smartest bet in the movie business. Newly minted middle-class customers in developing nations like China love prestige Western brands like Apple, Louis Vuitton, and Gucci. The same logic applies in cinemas. American cineastes may reach for the Advil when offered the choice between the latest superhero, dinosaur, or talking robot spinoff, but to many foreign moviegoers, that response is somewhere between condescending and confounding—the equivalent of complaining that there aren’t enough modern art installations at Disneyland. One more trend fundamentally changed the movie business this decade: the golden age of television. As TV has gotten better, the pressure on major movie studios is not to keep up with Breaking Bad, Orange Is the New Black, and Fargo (a property that was perfect for the movie business of the 1990s and for the TV business of today), but rather to stand out by offering something different. Most people, particularly middle-aged adults, simply don’t go to the movies for sophisticated character dramas anymore. Why would they, when there are so many on their DVR and Netflix and Amazon queues at home?

Movie stars didn’t become irrelevant, but they became very inconsistent in attracting an audience. People used to go to almost any movie with Tom Cruise in it. Between 1992 and 2006, Cruise starred in twelve films that each grossed more than $100 million domestically. He was on an unparalleled streak, with virtually no flops. But in the decade since then, five of Cruise’s nine movies—Knight and Day, Rock of Ages, Oblivion, Edge of Tomorrow, and The Mummy—were box-office disappointments. This was an increasingly common occurrence for A-listers. Will Ferrell and Ben Stiller couldn’t convince anyone to see Zoolander 2. Brad Pitt didn’t attract audiences to Allied. Virtually nobody wanted to see Sandra Bullock in Our Brand Is Crisis. It’s not that they were being replaced by a new generation of stars. Certainly Jennifer Lawrence and Chris Pratt and Kevin Hart and Melissa McCarthy have risen in popularity in recent years, but outside of major franchises like The Hunger Games and Jurassic World, their box-office records are inconsistent as well. What happened? Audiences’ loyalties shifted. Not to other stars, but to franchises. Today, no person has the box-office track record that Cruise once did, and it’s hard to imagine that anyone will again. But Marvel Studios does. Harry Potter does. Fast & Furious does. Moviegoers looking for the consistent, predictable satisfaction they used to get from their favorite stars now turn to cinematic universes. Any movie with “Jurassic” in the title is sure to feature family-friendly adventures on an island full of dinosaurs, no matter who plays the human roles. Star vehicles are less predictable because stars themselves get older, they make idiosyncratic choices, and thanks to the tabloid media, our knowledge of their personal failings often colors how we view them onscreen (one reason for Cruise’s box-office woes has been that many women turned on him following his failed marriage to Katie Holmes).