OVA

OVA代表作

Original Video Animation [ə'rɪdʒənļ 'vɪdɪo ænə'meʃən] 縮寫 OVA

OVA，全稱Original Video Animation或Original Visual Animation，日式英文，直譯為「原創動畫錄影帶」。起初是OAV（Original Animation Video），在月刊Newtype強力宣導下OVA成為主流，現僅剩學研系動畫雜誌等仍用OAV。 OVA本指直接發行錄影帶而非在電視、電影等媒體上播放的動畫作品，但後來LD、VCD、DV等媒體逐漸普及，所以現時OVA中的「V」已不單純指錄影帶（Video Tape），而是泛指單獨發行的動畫作品，包括後來出現的OAD（Original Anime DVD/Disc）亦屬此類。

OVA, full title Original Video Animation or Original Visual Animation, the Japanese-style English, the literal translation is “the original animation videotape”. At first is OAV (Original Animation Video), OVA becomes the mainstream under the monthly publication Newtype force guidance, presently only remains study grinds is the animation magazine and so on still used OAV.

OVA originally points to directly publish a videotape rather than on TV, movie etc. the media up broadcast of animation work, but afterwards LD, VCD and DVD etc. the media are gradually universal, so"V" in nonce OVA already not pure point a videotape(Video Tape), but the animation work that indicates generally to publish alone, OAD(Original Anime DVD/Disc) that includes to afterwards appear also belongs to this kind.

High Morale Makes Creativity Cheap.

source:http://gigaom.com/2008/04/17/pixars-brad-bird-on-fostering-innovation/

Lesson Five: High Morale Makes Creativity Cheap

The Quarterly: It sounds like you spend a fair amount of time thinking about the morale of your teams.

Brad Bird: In my experience, the thing that has the most significant impact on a movie’s budget—but never shows up in a budget—is morale. [what’s true for a movie is true for a startup!] If you have low morale, for every $1 you spend, you get about 25 cents of value. If you have high morale, for every $1 you spend, you get about $3 of value. Companies should pay much more attention to morale.

第五季刊，高士氣讓你創造不費力!

這聽起來就像是，你該花多少時間去思考關於你隊伍的士氣

在我的經驗上，有一些事情對於電影預算有很大的影響，但是士氣卻不曾在這預算中出現，什麼對初創的點影公司來說是正確的，如果你的士氣低，你製作一塊錢的東西，你只能賺回25分，如果士氣高可以賺回三塊錢的價值，公司應該去花更多的時間注意士氣。

第六季刊，不要去守護你成功。諾言，除了士氣以外還有什麼東西是最重要的，對刺激創新來說。第一步，去達成這個不可能，先去相信這件不可能的事情能達成，你的作法不需要很保守，你做一些會讓自己嚇到的事情，這些事情是在你能力上可能會失敗的邊緣，那些事情會讓你在早上起床。

How do you build and lead a team?

source:http://gigaom.com/2008/04/17/pixars-brad-bird-on-fostering-innovation/

Lesson Four: Innovation Doesn’t happen in a Vacuum

The Quarterly: How do you build and lead a team?
Brad Bird: I got everybody in a room. This was different from what the previous guy had done; he had reviewed the work in private, generated notes, and sent them to the person… I said, “Look, this is a young team. As individual animators, we all have different strengths and weaknesses, but if we can interconnect all our strengths, we are collectively the greatest animator on earth. So I want you guys to speak up and drop your drawers. We’re going to look at your scenes in front of everybody. Everyone will get humiliated and encouraged together…

第四季刊，創新不會在真空的狀態下發生你要怎麼創立

去領導這個團體，我在這個機緣之下得到每個人，這跟先前的人做法是不一樣的，他自己在回顧這項工作，做出筆記，並且把這些筆送給別人，我說:這是一個年輕的團隊，做為一個獨特的人，我們都有不同的優缺點，但是我們可以聯合我們的優點，我們互補我們的優點，我們就是世界上最強的團隊。所以我想要你們說出來並敞開心胸，我們將在眾人面前看你的內心，我們將會得到汙辱跟鼓勵...

What sorts of things did you do differently?

source:http://gigaom.com/2008/04/17/pixars-brad-bird-on-fostering-innovation/

Lesson Two: Perfect is the Enemy of Innovation

The Quarterly: What sorts of things did you do differently?
Brad Bird: I had to shake the purist out of them—essentially frighten them into realizing I was ready to use quick and dirty “cheats” to get something on screen… I’d say, “Look, I don’t have to do the water through a computer simulation program… I’m perfectly content to film a splash in a swimming pool and just composite the water in.” I never did film the pool splash [but] talking this way helped everyone understand that we didn’t have to make something that would work from every angle. Not all shots are created equal. Certain shots need to be perfect, others need to be very good, and there are some that only need to be good enough to not break the spell.

第二季刊，完美是創新的敵人。

你做了那一類(A類)的事讓你有變化?
我曾經用那一類(A類)事情動搖了這些有修辭癖的學家，我會嚇唬那些有修辭癖的學家，不論用任何手段，去驚嚇那些學家直到在螢幕上出現該有的東西，看!我不一定要經過電腦模擬的計劃去做水，我非常的滿足的在一個水花，僅僅只是一個水進入泳池濺起的水花，我從來沒有拍攝過，在泳池裡水花的飛濺，但是談論這種方法，大家都明白，我們沒有必須去做任何角度拍攝的工作，不是所有的鏡頭都是一樣的，某些鏡頭需要拍的完美，其他的鏡頭不要太over就好。

How did your first project at Pixar—The Incredibles—shake things up?

source:http://gigaom.com/2008/04/17/pixars-brad-bird-on-fostering-innovation/

Lesson One: Herd Your Black Sheep

The Quarterly: How did your first project at Pixar—The Incredibles—shake things up?
Brad Bird: I said, “Give us the black sheep. I want artists who are frustrated. I want the ones who have another way of doing things that nobody’s listening to. Give us all the guys who are probably headed out the door.” A lot of them were malcontents because they saw different ways of doing things, but there was little opportunity to try them, since the established way was working very, very well. We gave the black sheep a chance to prove their theories, and we changed the way a number of things are done here.

第一季刊，聚集你的害群之馬

你在皮克斯理地一個計畫是啥麼?-(把這些不被信任的東西混在一起)給我這些失敗的藝術家，我想要有一個創新的方法去做那些事，則那些是沒人想要聽的，把全部這類人給我，誰可帶領我們走出這扇門，不滿那些失敗者的人，他們看不慣失敗者做事的方法，儘管這些事情值得一試，自從豎立這個方法經營的非常好之後，我們給這些失敗者一個機會，去證明他們的理論，可以用新的方法去改變這些說法。

Lesson Three: Look for Intensity

Lesson Three: Look for IntensityThe Quarterly: Do angry people—malcontents, in your words—make for better innovation?Brad Bird: Involved people make for better innovation… Involved people can be quiet, loud, or anything in-between—what they have in common is a restless, probing nature: “I want to get to the problem. There’s something I want to do.” If you had thermal glasses, you could see heat coming off them.

尋找強度

本季季刊:發怒的人們－反叛者,對妳來說能否做出更好的創新 Brad Bird:生活在紛亂下的人們會做出較好的創新..他們能夠沉著的,發出強聲的或任何事的兩端之間 那些人們的相似之處是不安定的 探求自然:我想要理解問題,有某些事情我想要去做,就像是如果你有探熱眼鏡 妳就能夠看到熱能伴隨者來。

Pixar’s Brad Bird on Fostering Innovation

布來得 伯特

source:http://gigaom.com/2008/04/17/pixars-brad-bird-on-fostering-innovation/

Pixar’s Brad Bird on Fostering Innovation

這一季的季刊:在今日,迪士尼早期的事業跟Pixar你要如何比較?

Lesson Nine: Making $$ Can’t Be Your FocusThe Quarterly: How would you compare the Disney of your early career with Pixar today?

布來得 伯特:當我進入迪士尼,這就好像是豪華的凱迪拉克旅行汽車在雨中PS:就算是好車，再雨中也會被忽略，因為看不清楚，就不會去看。但是這公司的想法過程並不是這樣,我們有各式各樣驚人的遊樂設施與機械設備,我們要如何用這些設備去做些史人興奮的事情我門可以用這艘火箭船到火星是可以,不過我門一點也不了解Walt Disney,我們並不了解他要做什麼.我們不要讓這件事搞雜了.我們可以先保管這火箭船;去某些新地方可能會弄壞它! Walt Disney的箴言就是,我並不要製作電影去賺錢—我賺錢去製作電影對於評斷迪士尼的起與落，這是一個好方法。在皮克斯跟很多的公司之中，這也是事實這似乎違反常理,但是以研發為基礎的公司，成功的經營是短暫的,賺錢並不能成為重點。

Brad Bird: When I entered Disney, it was like a classic Cadillac Phaeton that had been left out in the rain… The company’s thought process was not, “We have all this amazing machinery—how do we use it to make exciting things?We could go to Mars in this rocket ship!”It was, “We don’t understand Walt Disney at all. We don’t understand what he did.Let’s not screw it up. Let’s just preserve this rocket ship; going somewhere new in it might damage it.”Walt Disney’s mantra was,“I don’t make movies to make money—I make money to make movies.” That’s a good way to sum up the difference between Disney at its height and Disney when it was lost.It’s also true of Pixar and a lot of other companies.It seems counterintuitive, but for imagination-based companies to succeed in the long run, making money can’t be the focus.

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