the good dinosaur journey home

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The Journey Home (Disney/Pixar The Good Dinosaur)

By bill scollon illustrated by the disney storybook art team, part of step into reading, category: children's media tie-in books | children's level 2 readers.

Oct 13, 2015 | ISBN 9780736432047 | 4-6 years | ISBN 9780736432047 --> Buy

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Oct 13, 2015 | ISBN 9780736432047 | 4-6 years

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About The Journey Home (Disney/Pixar The Good Dinosaur)

In theaters November 25, 2015, Disney/Pixar The Good Dinosaur is a humorous and exciting original story about Arlo, a lively Apatosaurus with a big heart. After a traumatic event unsettles Arlo’s family, he sets out on a remarkable journey, gaining an unlikely companion along the way–a human boy. This Step 2 Step into Reading leveled reader based on the film is perfect for boys and girls ages 4 to 6. Step 2 Readers use basic vocabulary and short sentences to tell simple stories. For children who recognize familiar words and can sound out new words with help.

Also in Step into Reading

About Bill Scollon

Bill Scollon, a children’s book author, has worked for various studios, including Disney Press, Studio Fun, DreamWorks, and Pixar. He also coauthored the book series Goners. 

Product Details

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The Good Dinosaur

November 28, 2015

Animation, Family, Mystery

From the innovative minds of Disney•Pixar comes a hilariously heartwarming adventure about the power of confronting and overcoming your fears and discovering who you are meant to be. The Good Dinosaur asks the question: What if the asteroid that forever changed life on Earth missed the planet completely, and giant dinosaurs never became extinct? In this epic journey into the world of dinosaurs, an apatosaurus named Arlo makes an unlikely human friend. While traveling through a harsh and mysterious landscape, Arlo learns the power of confronting his fears and discovers what he is truly capable of. Bring home this original story full of humor, heart, action and imagination, perfect for the whole family!

Rated: PG Release Date: November 28, 2015

Directed By

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Journey Home (Disney/Pixar the Good Dinosaur)

Buy from other retailers, what's this book about.

Disney/Pixar The Good Dinosaur is a humorous and exciting original story about Arlo, a lively Apatosaurus with a big heart. After a traumatic event unsettles Arlo’s family, he sets out on a remarkable journey, gaining an unlikely companion along the way–a human boy. This Step 2 Step into Reading leveled reader based on the film is perfect for children ages 4 to 6. Step 2 Readers use basic vocabulary and short sentences to tell simple stories. For children who recognize familiar words and can sound out new words with help.

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ebook ∣ Step Into Reading, Level 2: Disney

By bill scollon.

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9780736430937

Step Into Reading, Level 2: Disney

Bill Scollon

Random House Children's Books

13 October 2015

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The Good Dinosaur: The Journey Home (Adventures in Reading, Pre-level 1) (Disney Learning) Hardcover – January 7, 2016

• Reading age 5 - 9 years
• Print length 32 pages
• Language English
• Dimensions 6.3 x 0.39 x 9.09 inches
• Publisher Scholastic
• Publication date January 7, 2016
• ISBN-10 1407166093
• ISBN-13 978-1407166094
• See all details

Product details

• Publisher ‏ : ‎ Scholastic; 1st edition (January 7, 2016)
• Language ‏ : ‎ English
• Hardcover ‏ : ‎ 32 pages
• ISBN-10 ‏ : ‎ 1407166093
• ISBN-13 ‏ : ‎ 978-1407166094
• Reading age ‏ : ‎ 5 - 9 years
• Item Weight ‏ : ‎ 7.4 ounces
• Dimensions ‏ : ‎ 6.3 x 0.39 x 9.09 inches

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• 1.1 Official Description
• 1.2 Development
• 2 Role in the film
• 5 References
• 6 External links

Background [ ]

Official description [ ], development [ ].

In earlier versions of The Good Dinosaur before the replacement of Bob Peterson by Peter Sohn , Arlo was meant to be a teenager or young adult instead of a child and voiced by actor Lucas Neff. Concept art released depicted Arlo as much larger than he appears in the final film. He also has blue eyes, a longer plate-like mouth, a light yellow snout, and deeper nostrils. Part of a larger multi-species dinosaur farming community, this Arlo was eager to leave the farm to study "bugs", the tribes of humans wearing insect-inspired armor, and befriending Spot would put him onto this path of wanting to understand the world better.

When the director switch was made, it was decided to refocus the story around a younger, less confident lead, with Raymond Ochoa taking on the role. Deleted scenes exploring the source of Arlo's fears of the outside world would have had him narrowly surviving an attack from a feral Dimetrodon , the dinosaur-western setting's equivalent to a coyote or wolf.

Role in the film [ ]

Arlo is the last and the smallest of the three children of Poppa Henry and Momma Ida to hatch out of his egg right after his sister, Libby , and his brother, Buck ; despite hatching from an egg bigger than the first two. When shy Arlo comes out of his egg to meet his new family, Buck maliciously enjoys inflicting pain on him by spanking him with a log; much to his father's anger. He spends the first day of his birth playing around the house with his parents and siblings.

Years later, Arlo has grown older and is in charge of feeding the family's chickens in their pen. But Arlo has one problem; he suffers from pantophobia, which causes him to have an abnormal fear of everything including chickens. Nevertheless, his mother tells him to feed them anyway. At first, all goes well when Arlo is somewhat bonding with one of the chicks in the pen until he is confronted by one of the adults, which causes him to run scared. Poppa Henry catches Arlo before he can unintentionally fall into the river after running away scared from the chickens. To make him feel better, Henry tells him he doesn't have to like them just feed them.

When Poppa Henry finishes building the corn silo to protect it from critters who might eat from it and makes his mark with his wife, Arlo and his siblings try to do the same, but their father reminds them that in order to make their marks, each one has to earn it by doing something big, bigger than themselves; much to Poppa Henry and especially, Arlo's eagerness.

A couple of more years go by and after his siblings earn their marks on the silo for all their good hard work, Arlo, still pantophobic, is the only left with a mark unearned and Momma Ida seems rather concerned with his phobias. His fears, however, get the best of him, which cause him to mess up his and everyone else's chores too. On the day Arlo tries to really earn his mark without fear, Buck messes and teases him when pretending to have been killed by the chickens Arlo has been charged to feed for years. When Buck discourages Arlo and calls him a coward, his father scolds him and comes to Arlo's defense even when Arlo almost gives up.

To encourage Arlo not to give up on his dream of earning his mark, his father takes him out one night to show him how to overcome his fears and have fun with fireflies. In order to give Arlo a sense of purpose, his father puts him in charge of guarding their silo against critters and helps him set up a trap. While Arlo is on guard, the trap manages to capture a feral caveboy , but Arlo doesn't have the heart to kill him and sets him free. Heavily disappointed, his father has Arlo accompany him to track the caveboy through a ravine, where it begins to rain. However, after Arlo trips on a rock and injures his leg, Poppa Henry, feeling regretful for how he was mad at Arlo and realizing what his obsession with catching the critter led to, decides to turn back just as a flash flood occurs and a massive rapid appears, but Henry only manages to save Arlo before he is swept away and killed.

After his father's tragic death, Arlo is charged with helping his weak mother to gather the corns in their field to have enough food for the upcoming winter. When Arlo starts filling up the silo, the caveboy is at it again with the corn, which results in Arlo chasing him all the way to the river while blaming him for what happened to his father and getting themselves washed farther away from Clawtooth Mountain after he bangs his head against a boulder and faints.

After Arlo is washed up ashore far from home, Arlo still insists on finishing off the caveboy. When Arlo tries to survive on his own with minimal success, the caveboy finds him and eventually gives him some berries to eat after trying to feed him with a live lizard and a bug after helping him survive out there. When Arlo wants to know the location of the berry tree, the caveboy leads him to it, where they are both attacked by a snake, which the caveboy fights and saves Arlo from, which amazes Arlo.

Then, a nearby Styracosaurus named Forrest Woodbush , also impressed with the caveboy's physical prowess, tries to call him by name, but he only responds to Arlo, who names him "Spot." After traveling together for the rest of the day, Arlo laments about his lost family, and confides in Spot, who reveals that his own parents are dead. They sleep together that night.

The next day, a storm ravishes the land, and Arlo, remembering the storm that took his father's life, runs for safety on his own and Spot is unable to keep up.

The next morning, when Arlo wakes up to find Spot, he encounters a group of pterodactyls led by Thunderclap , who pretends to be friendly to Arlo; recounting to him his story of how he overcame his fears. However, his true motives become apparent when he eats a small fox whole that Arlo helped free. Thunderclap and the others then set their sights on Spot. Arlo and Spot run away from the carnivorous Pterodactyls before encountering a pair of T-Rexes named Nash and Ramsey , who both ward the pterodactyls off and whom Arlo tries to run away from as well when they come straight at them.

Just when it seems that the T-Rexes are approaching to finish off Arlo and Spot as well, they actually reveal their true good nature when Ramsey is seen helping Arlo up. Nash asks if he's okay, Ramsey expresses her dislike of bullies and scratches Spot's chin after cuddling beside her foot. Then, the two T-Rexes begin to somewhat fight until their father, Butch arrives to break up the fight. Then, Butch turns to Arlo and tells him he's got no business being out here.

When Arlo says he's lost and he's looking for a river that will lead him back home on his farm, Butch states there are many rivers out there and asks which one he's following. Arlo tells him he's looking for the one that leads to Claw Tooth Mountain. Nash and Ramsey offer to take Arlo to a water hole somewhere South, where he may find someone with information on how to get back to his farm. But Butch states that he and his family simply don't have time to "play baby-sitters" and that they are on their way to look for their lost herd of longhorns. Ramsey also tells Arlo that Nash lost their herd, which Nash denies and simply states that they just "wandered off." However, Butch and his kids later agree to help Arlo when Arlo offers to help them using Spot to track down their herd. At first, when they see Spot having supposedly led them all the way to a bug, which Spot later eats, they seem disappointed and Butch supposedly threatens Arlo that "if he's pullin' his leg, he's gonna eat his" until Spot calls them with a bark to show that he found the herd's tracks, a dead longhorn, and a feather belonging to the ones, in other words, "rustlers" as Butch refers to them as, that stole them in the first place.

Once they find their herd, Butch instructs Arlo to lure the rustlers out. So, Arlo and Spot get on a rock in the middle of the herd and Arlo screams real loud when Spot bites him on the leg since Arlo proved to be a failure at it first, which attracts the rustlers, who are revealed to be a group of Velociraptors led by Bubbha . Before the Raptors can attack them, Butch and his children come to the rescue and try to fend them off. Arlo successfully attacks two of them; allowing Butch to scare them off for good. Then, the T-Rexes, Arlo, and Spot let out a few roars over their victory on the raptors.

At night, Nash offers Arlo to trade Spot for his bug harmonica, but when Arlo politely declines, Nash eats it. Then, Spot listens as the group shares their stories on how they got their scars when the T-Rexes notice Arlo's scar on his right leg due to his last battle with the raptors around a campfire. Nash got into a fight with fifteen Stegosaurus outlaws where one of them got his spike tail stuck in Nash's right leg and pulled it back out, and since then, he is unable to feel his toes (demonstrated by setting them on fire). Ramsey got her tail stuck between a rock and a hard place when a stampede of longhorns was coming right at her, so she chewed the tip of her tail off to get loose. But both of them enjoy hearing their father's story. Butch once walked for five days without water at 100 degrees in the shade until he saw a pretty pond, so, he bent down to take a drink when suddenly three crocs launched out of the water and one of them bit him on the face, but Butch wasn't ready for dying that day, so, he bit one croc in half, tail-whipped the other, and finally, drowned the last one in his own blood. Nash wishes he could touch the croc's tooth, which his father has stuck in his gums as a souvenir, but refuses to allow him to touch it. When Arlo states he is done being scared, Butch tells him that fear is something no one can "beat or outrun but can get through it and find out what they're made of." When Arlo notices the first snow meaning winter is coming, the T-Rexes fulfill the rest of the deal by promising to help take him back home in the morning.

The next day, as the T-Rexes are herding, Arlo and Spot prove a big help when they manage to bring back part of the herd that was intending to separate from them. Then, Arlo sees Clawtooth Mountain and the T-Rexes wish him luck on his journey with Spot. During the journey, Arlo and Spot enjoy playing with seagulls and then howling until they hear another howl from a distance. It is revealed to be a caveman, whom Spot tries to approach until Arlo takes him back. They ignore him and continue on since Arlo intends to keep Spot as a pet at home.

As another storm begins to pick up along the way, Thunderclap and the pterodactyls return and attack the two, this time managing to take Spot away and leaving Arlo behind. One of the pterodactyls pushes Arlo off a cliff and gets entangled in vines. A rock hits him in the head and loses consciousness. However, he has a vision of his father leading him away and back toward home, but Arlo admits his love for Spot and resolves to save him, which makes his father proud before he fades away. Filled with determination, Arlo attacks the pterodactyls, who have cornered Spot at the river in a tree trunk, and the two of them manage to throw them; including Thunderclap , whom Spot bites a hole through his left wing after Arlo roars at him as a distraction, thus, rendering him slightly flightless, into the water where they ride helplessly downstream. A flash flood begins and a massive mudslide crashes into the river and triggers a torrent. Arlo leaps to save Spot and the two of them are carried away towards a waterfall. Arlo manages to swim to Spot and hold on to him as they both fall, with Arlo carrying Spot to shore where he regains consciousness.

As they continue their journey, Arlo and Spot both hear the howls of the same caveman and his family just as they come over the hill overseeing the farm. Spot seems to bond very well with them, hinting that the family wants to adopt him, but Spot still insists on going with Arlo. Nevertheless, Arlo honorably allows Spot to return and stay with them. Then, the two of them share a tearful, but loving goodbye with one last howl to one another as Spot and his new family disappear over a hill.

When Arlo returns fearless and triumphant, his family welcomes him back home with hugs and watches him finally make his mark on the silo.

Gallery [ ]

• Lucas Neff was originally cast as Arlo, but was replaced by Raymond Ochoa , following the director change and revamping of the film.
• An early report in June 2013 said that the name of the protagonist dinosaur was "Jacob" (pronounced "Yacob"). [2] This was not supported by the subsequent report, and the official announcements at D23 Expo 2013 called him "Arlo".
• A toy Arlo can be seen on the floor of one of the scare simulators in Monsters University .
• In Inside Out , Riley has a memory of when she and her family look at what appears to be the Cabazon Dinosaurs , and the dinosaur which their car accidentally runs into resembles Arlo.
• In Elemental , Arlo can be seen on the cover of a comic book titled "Flint and Stone" (with the title likely being a nod to The Flintstones ) at The Fireplace .
• Arlo is the first Pixar protagonist to lose a parent, not counting Nemo , who is actually the tritagonist of Finding Nemo , the second is Ian Lightfoot from Onward ( Miguel Rivera 's mother was supposed to be deceased, but the idea was discarded).
• Early artwork of the film had Arlo with blue eyes instead of brown.
• Arlo is the youngest Pixar protagonist to date.
• He is also the second Pixar protagonist to be born on screen, the first being Joy from Inside Out , film released the same year as The Good Dinosaur .

References [ ]

• ↑ Pixar's The Good Dinosaur: We Know So Little, Yet Expect So Much
• ↑ Exclusive: Details on a number of Disney/Marvel projects, including Captain America 2, Cinderella, The Good Dinosaur, and more!

External links [ ]

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Paul English is one of the most imaginative and successful innovators of his generation. He cofounded several companies, including Kayak, before starting Boston Venture Studio, where he is currently a partner. This multimedia case, “ Bringing Ideas to Life: The Story of Paul English ,” explores his process of creative idea generation, examining how he was able to bring so many ideas to market.

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BRIAN KENNY: It’s hard to find a better example of an inventive genius than Thomas Alva Edison, creator of the light bulb, the phonograph, alkaline batteries, x-rays, and over a thousand other devices that changed the world. And he was equally prolific in business, launching over 100 companies to promote his inventions. But there was just one thing: Edison was a terrible manager. He took enormous risks to grow his business enterprises as fast as he could, often destroying them in the process. It’s a familiar storyline. Entrepreneurs like Steve Jobs, Elon Musk, and Jeff Bezos are renowned for their unbridled creativity and ability to build vast enterprises, but they’re often reviled for their backbreaking management styles. Fortunately for us, there are also examples of leaders who are skilled at nurturing innovation while also stepping on the gas. Today on Cold Call , we welcome Professor Frances Frei and case protagonist Paul English to discuss the case, “Bringing Ideas to Life: Paul English.” I’m your host Brian Kenny, and you’re listening to Cold Call on the HBR Podcast Network. Frances Frei’s research investigates how leaders create conditions for organizations and individuals to thrive by designing for excellence on operations, strategy, and culture. Her newest book, co-written with Anne Morriss is called Move Fast and Fix Things: The Trusted Leader’s Guide to Solving Hard Problems . And she’s also a fellow podcaster, so I’ve got to up my game here. Frances, thank you for being here.

FRANCES FREI: It’s such a pleasure to be with you.

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PAUL ENGLISH: It’s great to be here.

BRIAN KENNY: It’s great to have you in the studio. You didn’t have to come too far. You live right here in Boston on the Seaport.

PAUL ENGLISH: Yeah, pretty close.

BRIAN KENNY: Yeah, and I think your Boston accent might even be prevalent to some of our listeners as we get going here.

PAUL ENGLISH: It gets worse if we have a couple drinks during this episode.

BRIAN KENNY: That would’ve been fun. I wish I thought of that in advance. Anyway, thank you both for being here. This is a really interesting case. And Frances, we’re discussing this case because it was the one that came to mind when you thought about a case that would help to underscore some of the ideas in your new book. So, I definitely want to talk about that and hear what some of those ideas are and how it relates. Before we get started, maybe I’ll ask you to kick us off, Frances, by telling us what’s the central theme of the case and what’s your cold call when you start this discussion in the classroom?

FRANCES FREI: So, the central theme is where do good ideas come from. And what I ask the opener is how do you distinguish between a good idea and a bad idea? And what’s beautiful about that is you’ll get 10, 15, 20 different answers, but then you can narrow in on the implicit assumptions of what’s the process for doing it. And the reason I love the case so much is by the end of this case, not only do you believe that there is a systematic process for coming up with good ideas that’s repeatable, but Paul has kindly laid his out so you can use that to pivot from, so it’s quite thrilling.

BRIAN KENNY: Why did you decide to choose this case as the way to kick off the ideas that support your book?

FRANCES FREI: I think because it is systematic in the process, so it makes no sense that Paul is as successful as he is. It couldn’t be luck. It has to be by a system. And as an operations professor, I have reverence for processes and systems and even things like good ideas, which we often think, oh, it came to me in the shower, and you just like a bolt of lightning. Actually, it’s much more systematic than that. I think if you study what Paul has offered to us, you will generate more good ideas.

BRIAN KENNY: And there’s been so much written and so much work that’s been done on how do you corral innovation and how do you make it systematic in a way that it’s repeatable. And I feel like the case really does give you a great insight into how Paul’s been able to do that. Paul, we’re speaking about you in the third person and you’re here in the room. We’re going to come to you in a second, but before we do that, I do want to mention this is a multimedia case. It had video to compliment the written work, and I’m wondering why you chose to do the case that way.

FRANCES FREI: Well, I fell in love with video and audio over COVID when we weren’t able to come onto campus and I started teaching cases audio only, and I was doing that on Clubhouse, which was an audio only network. And then I was like, “Huh, what if I wrote cases for audio only? And then what if I got to cheat with video?” And what’s beautiful about this is you’ll hear in Paul’s words, but he makes wild success accessible, and it’s accessible in that how straightforward he talks about it. But then, also, it’s still aspirational and it would’ve been hard for me to capture that in words alone.

BRIAN KENNY: Yeah, and that’s part of the reason that we do podcasts as well, I think, because it does humanize the content in a different way.

FRANCES FREI: It’s a nice way of saying it.

BRIAN KENNY: When you hear people talk about why they pursue certain ideas and why they decide to write about it, the passion comes through in a different way.

FRANCES FREI: That’s exactly right.

BRIAN KENNY: Paul, let’s turn to you. It would be great if you could just describe your background a little bit for us. What’s your journey been like?

PAUL ENGLISH: Sure. So, I grew up in West Roxbury. I’m number six of seven kids and went to school in Boston, bumped around quite a bit. Ended up going to Boston Latin School and then almost didn’t go to college, but ended up just by chance going to UMass Boston where I studied music and computers and that was incredibly fun. After I graduated with my master’s at UMass, I worked for one company in Cambridge for five or six years. And since then, I’m doing my own startups. So I’ve now sold six companies in a row. And these days, I’m running a little venture studio called BVS, Boston Venture Studio, where we have half a dozen companies under development and I’m having the time of my life.

BRIAN KENNY: Did you think to yourself when you were young, “I’m going to be an entrepreneur, I’m going to go out and build things?”

PAUL ENGLISH: Well, in a way, but not in the way you imagine. I was really into cars. I recently found my baby book. I don’t know if all parents or moms keep baby books, but I found mine and my brother Ed, who’s the oldest, his is about 100 pages. I’m number six, mine’s about four pages. But my mom just said, and not that unusual, but a lot of kids, I was just obsessed with cars and trucks. And so, by the time I was 16, if you would’ve asked me at age 16 what my aspirations were, I think I would’ve said, “I want to own a carwash. I really want to do something around cars.”

BRIAN KENNY: Yeah. All right. There’s still time, by the way, for you to buy a carwash if you want to do that.

PAUL ENGLISH: I think so, yeah.

BRIAN KENNY: Yeah. Frances, can you tell us what characteristics do you think Paul has that make him a successful entrepreneur?

FRANCES FREI: Well, one I just learned now that you’re number six of seven, I’m number six of six.

BRIAN KENNY: Wow.

FRANCES FREI: And my mom was 25 when she had me, and she recounts that she would say at the end of the day, “Did I feed her?” And I think there is something to that, the scrappiness you learn and the benefit of learning by example. Now often the example of what you didn’t want to do. I would say one of them is that I think Paul has a fixer mentality. He’s very rigorous but also very optimistic. And I think those two things are really magical together. Then, I’d say the last thing is that Paul wants to compete. Each company they sell, he thumps the competition, but he’s not trying to compete by getting regulators to build a moat around his business. He’s trying to do it by a betterment and competing by winning, not by protecting. So, I would say that that’s some of the characteristics.

BRIAN KENNY: So, Paul, you’ve had lots of ideas over the years, I’m sure. You haven’t pursued all of them, but you pursued some with great success. How do you decide which ones are worth chasing?

PAUL ENGLISH: When people ask me how many companies, ideas, I’ve had over the years, the first thing I do is I go to my GoDaddy account and see that I have about 500 domain names. With each domain name, there’s a Google document. I’m obsessed with brand and names, and each time I come up with an idea, I’ll spend a long time, sometimes weeks to come up with a name for it and I’ll buy it. It’s easier now that I’m post economic that I can afford to pay for really nice domains. But as far as deciding which idea, because I’ll write up an idea for a company a week, sometimes more, it’s to be successful in business, I think there’s two skills which are most important. One is you need to learn how to be a storyteller and how to become more charismatic, and I could say more about that. And the second one is to be a recruiter and to spend time really cultivating the people around you. They say you’re the average of the five people you spend the most amount of time with. Well, I’m very selective about who I spend my time with, and I like spending time with people who are really bright and driven and who want to create things and who are optimists, but also who are critical. It’s only when I get a few people in my studio to say, “Can I work on that?” Or they start working on their own that I say, “Okay.” I think that’s step one. I found some really talented people who are willing to work nights and weekends on a new idea they just heard. If you can’t get really talented people to work on one of your ideas e ither it’s just a terrible idea or you’re not compelling enough, and both of those things are things you can actually work on.

BRIAN KENNY: Frances, does this sound familiar?

FRANCES FREI: It sounds so perfect and very, very familiar.

BRIAN KENNY: What’s your process once you’ve got those five or six talent people, whatever the number is to start working on something? How do you nurture the idea and move it forward?

PAUL ENGLISH: Most of my career is in software, and specifically consumer software – so building websites and apps. It’s getting easier and easier as years go on to build websites and apps with these AI tools that have come out in the last year, it’s really shocking how quick it is to put something together. My studio is a design shop, and we have an idea. We’ll look at the market, what are the other solutions out there? We see if we like them or not. How big is the market? We then will talk to some users who have the same problem that we’re trying to fix. And I’ve also always said, as an entrepreneur, it’s more important that you fixate on what’s a problem that you want to correct than it is that you fixate on your idea, because the original idea might be terrible, but if you pick a good problem that a lot of people have and a lot of people are really, really, really upset about, if you just keep iterating, iterating, and testing, eventually you’ll solve that problem. So, for me, it’s iteration, talking to users, fixating on the problem you’re trying to solve, and then eventually coming up with a good solution to it.

BRIAN KENNY: That’s just like you were saying, he’s a problem solver.

FRANCES FREI: And you can feel the echoes of Move Fast and Fix Things in here. So, the first part we have of it is make sure you get to the real problem. All of Monday is devoted to doing that and that’s what you have there. And then, when you get to Thursday, we think you can solve hard problems in a week. Thursday is tell a good story. It’s the storytelling day and I think it just echoes so cleanly. What’s amazing to me is how repeatable it is. And then, when other people adopt your ideas, it works, which is just beautiful.

BRIAN KENNY: I’m going to make you go through the whole week before we’re done here today.

FRANCES FREI: Sure.

BRIAN KENNY: Because I do like, that interests me so much. Paul, let’s go back and sort of take what you’ve said and put it into something concrete. I want to talk about kayak.com. It’s a site that millions and millions of people use. Many of our listeners have probably used it before. What was the problem you were trying to solve with Kayak?

PAUL ENGLISH: So, my co-founder is a guy named Steve Hafner, a really exceptional guy. He was one of the founders of Orbitz, and one of the problems that he saw at Orbitz is 70% of the people go to Orbitz to search for a flight, let’s say. They’d find the flight they want and instead of buying it on Orbitz, they’d leave Orbitz, go directly to the airline and buy it there. That’s very devastating for him because he would buy a lot of traffic and make zero revenue from it. And so, he wanted to figure out is there a way to make money from people who want to buy direct and don’t want to buy through a merchant. And so, we came up with this idea of, we had an internal tagline we never used externally, but we said, “Search with us, buy with them.” And we built a pure search engine. We’re not a merchant. Kayak didn’t sell anything, but we searched everything. And once you found the flight or the hotel or the rent-a-car that you wanted, we would show you four or five places to buy at the price at each place. You could pick the one you want, click, and then you’re at that site ready to put in your credit card and complete the purchase.

BRIAN KENNY: So, you were innovating on a model that existed and finding ways to improve on the experience that had been started by others. I always wonder, in technology in particular, it seems really hard to gain a sustainable advantage over your competition because people reverse engineer stuff all the time and it seems like everything that’s out there either gets bought up by the biggest players or disappears. And so, I’m wondering in your experience, does innovation really give you a way to sustain a lead?

PAUL ENGLISH: It’s innovation, but more important than innovation, this might sound funny to some of your listeners, but it’s recruiting. And when we first pitched VCs and a bunch of VCs turned us down, some that would say things like, “You’re five guys with a PowerPoint deck. Why would we give you money? Because Expedia spends a billion a year on brand alone, not even on traffic acquisition. How do you think you can compete against them?” And what I said, and I apologize for the hubris, I am probably overconfident in 10% of life, I said, “I’m a better recruiter than the guy who runs product at Expedia. And if you look at my first 10 hires against his top 10, I’ll put them up against him any day and we’ll innovate faster. We’ll build new versions of Kayak every two days.” And Expedia wasn’t doing that, they weren’t rebuilding Expedia every two days. And so, we just iterated faster. We did that by recruiting and by getting that team to be obsessively customer-focused. One thing we’re famous for at Kayak was we had no customer service people. The first year, I did all the customer support. In year two, I decided, let’s have the engineers do all the customer support, which sounded terrible. But it turned out to be pretty successful for us because engineers, when they would see a problem, they get the same problem two or three times a week. They’d be like, “I’m so sick of this phone call. I’m going to stop whatever I’m doing and fix the code so no one will ever call me about that again.”

BRIAN KENNY: I haven’t worked with a lot of engineers, I’m trying to imagine how some of those conversations went, but I suppose it can work, right?

PAUL ENGLISH: It did work. It worked incredibly well.

BRIAN KENNY: It did work. So, what you’ve done is empowered your employees, and I want to talk to Frances about this because I’ve read both of your last two books and the one that came out before the most recent book is called Unleashed: The Unapologetic Leader’s Guide to Empowering Everyone Around You . It sounds like Paul read that book. It sounds like he’s doing it.

FRANCES FREI: No, Paul is that book. He didn’t have to read any of these things. He’s an inspiration.

BRIAN KENNY: So are these sequel… these are companion pieces almost.

FRANCES FREI: They are very much companion pieces.

BRIAN KENNY: Can you talk about that?

FRANCES FREI: Yeah. And so, I think that when we got to Unleashed and convinced people that empowerment and recruiting… that the HR lifecycle – that was a point of differentiation. People were doing it, but they were taking their time doing it. I’m a very impatient person, which can be a curse, but it can be a blessing. And so, I was impatient with progress. And so, we started looking around at well, who’s able to move fast? What we found, unfortunately, is that the corollaries, anytime you say move fast to someone except Paul, anytime you say move fast, they think you’re going to be reckless. And that’s because of Mark Zuckerberg made famous move fast and break things. And then Elon Musk, well he doesn’t say it, he just does it like the move fast and break things. And the problem with that is not only that going fast means you break things and the collateral damage that’s often human, but it’s how many people were scared into going slow and what we call responsible stewardship, and that’s the most polite way we can say going slow. And I found it tragic. I find it tragic that in the face of important challenges, we are encouraging one another to go slow out of fear of being reckless.

PAUL ENGLISH: I think that speed is misunderstood. Some people think speed is recklessness. It’s not necessarily that. Sometimes speed means you have the process fine-tuned. The example I always give, if you watch Formula One racing and you watch the pit crew how fast they can change tires-

FRANCES FREI: Beautiful.

PAUL ENGLISH: They make a mistake, someone dies. So, they’re really, really good at changing tires. They’re incredibly fast and they’re perfect at it. So, for me, going fast sometimes means if it’s a repeatable process, just get really good at that process.

FRANCES FREI: This is indeed what is inherent in the Move Fast and Fix Things . I do think it’s practically genetic in you. There is nothing reckless about what you do, and you do it with such reverence for process and systems and the repeatable nature of it. I love the Formula One example, but even today, we have never met anyone who did something successful in change who has ever said, “I wish I had done less,” or has said, “I wish I had taken longer.” And yet go down the corridors of any organization and you will hear people trying to seduce one another into going slower and doing less. And so, the audacity and that lack of recklessness, that’s why we wrote the book, I want more problems. I want more Paul Englishes in the world. I want more problems to be solved at more pace.

BRIAN KENNY: Now, Paul has done this quite successfully, but always in smaller enterprises. I’m wondering when you get to a behemoth enterprise, is it harder to do this?

FRANCES FREI: Much.

BRIAN KENNY: I mean, can you really innovate in a big place? Talk about that.

FRANCES FREI: Yeah, you can, but it requires leadership. If you just leave in large organization to its natural inclination, you will end up with the house of no. And the house of no-

BRIAN KENNY: I’ve lived in that house.

FRANCES FREI: And everyone can tell you where… if I go into an organization, I’m just like, “Where’s the house of no.” And they’ll tell me who the people are and what the things are. And these are the people that you have to not tell what you’re doing because if they hear it, they’ll try to stop it. Big organizations have the house of no, because people are protecting what their incumbency is. They’re predisposed to be protectors as opposed to, and they’ll take incremental innovation, but they don’t like radical innovation. Now, it’s not to say that you can’t do it in large companies. In fact, they’re endowed with such great resources, I think you should. But then, you have to look to companies like ServiceNow, which is going at a faster pace now that it’s big than it did when it was small. And that’s the question you want to ask yourself. Are large companies going at their fastest pace ever? If not, the size of the organization is getting in the way.

BRIAN KENNY: Does some of it also come down to creating a burning platform, for lack of a better word? If there’s no sense of urgency, then there’s probably no tolerance maybe at the senior levels to do this. But if you’ve picked the right problem to fix, does it give you more leverage?

FRANCES FREI: Well, so it’s easiest to fix a problem that’s on fire. So firefighting is the easiest way to do it. But I like going from good to freaking fantastic. And there, we used to call it fire prevention, but I want you to fall in love with the possibility of adding a zero. And so, you can’t be incremental. It can’t be 10% better, 20% better. So, I think that’s the leadership challenge. And probably, I liked Paul’s word of charisma, storytelling and charisma. You probably have to be really gifted at capturing the imagination of people. I often use magic dust as a metaphor, and I say, if I had magic dust and I sprinkled it on the problem, what would the scoreboard look like then? And then, let’s fall in love with that. And so, maybe that can replace things, having to actually be on fire.

BRIAN KENNY: Yeah, getting people aligned with a vision.

FRANCES FREI: And I mean with crazy audacity.

BRIAN KENNY: Paul, I’m going to assume that it’s not always been successful for you. Can you tell us something you’ve learned about failure along the way?

PAUL ENGLISH: Let me see. The first one that comes to mind is at Kayak, I had a lot of failures, a lot of products that we created that ended up not working at all. One of them was we created a TripAdvisor-like product that we called internally Kayak Forms where people could come to Kayak and discuss travel and write reviews and read reviews, really create a community where they could talk to each other. And it was a total failure. It was a great product led by an extraordinary engineer. But the thing I learned about it was, as a designer, you need to know a lot about brand and intention. And it’s a little bit important how your marketing team talks about your product. What’s way more important is how your users talk about your product. And at Kayak, no one thought Kayak is about research. They thought, I need to go to Chicago tomorrow. I’m going to go to Kayak because that’ll get me the best price. They didn’t think I want to go there to research my dream honeymoon. So, we built a product for a user base that just had no interest in that product.

BRIAN KENNY: Yeah. You spoke before about breaking things, moving fast and breaking things, and we hear a lot about the importance of failing fast. And I’m wondering if that’s the way that we should be thinking about this. I mean, because failure has such a negative connotation to it.

FRANCES FREI: Well, I think we should be iterating fast. I think that failure, the reason that the word is so problematic is that we use one word to mean so many different things and sometimes the complete opposite. So, if I fail a test that I should have passed, that’s the kind of negative connotation. But let’s say I’m playing tennis for the first time and I fail to hit the ball over the net. There’s nothing negative about that at all. I haven’t yet, it’s an expectation. So, I envy the German language when there’s one word that means such a nuanced and contextual thing. We have the opposite of that. We have failure mean so many different things. I want to have the specific word for failing the first time when it’s a learning by doing thing. So, I like to think of iterating fast. I also think that related to this, perfectionism is more of a curse than a blessing. I think Paul will talk about obsession and I love obsession, but the perfectionism that comes gets us fragile to failure. And if one round doesn’t work, get up and do the next one and take the learnings with you.

BRIAN KENNY: Which gets a little bit to the moving fast thing. So, I do want to talk about the week.

BRIAN KENNY: Tell us what the week looks like if you are listening to this podcast and you’ve got a problem that you’ve just not been able to fix. How do you do it?

FRANCES FREI: Well, one is go from the symptom to the cause on Monday, takes all day, but make sure you are down to the morsel that needs to be fixed. And a lot of us confuse the symptom from the cause. It’s why Toyota very famously referred to root cause analysis as the five whys. They found it took five, well why is this here, well why is that? Five layers. In practice, I find it’s closer to three, but it’s almost never one or two. So, whatever the symptom is, don’t solve that, go lower. So that’s what we do on Monday. On Tuesday, we try to find a good enough plan. You come up with this is our iteration of it. In our experience, the reason we call it the trusted leaders guide is that if you have a problem, you have broken trust with someone. Part of the solution is going to be to rebuild trust. But we want you to come up with a good enough plan. On Wednesday, we want to do what Paul does quite naturally is which is go test the idea with people you wouldn’t naturally test it with. Who are the stakeholders that weren’t involved in the development? What do they think about it? So, we call it make new friends, but it’s really robust testing of it. Thursday is storytelling day. Once you’ve come up with your plan, how are you going to get people to act in your absence on it? Only way you can do that if you tell a good story. And by good story, if people are thinking about it, I’d say think 10th draft, not 1st draft and not even 2nd draft. That we want to understand something so deeply that we can describe it simply. And that’s where I think the genius comes in. But that’s like earned and learned genius. You can do 10 drafts and it’s amazing how many words you can take out and how much tighter you can make it. And then, on Friday, you get to go as fast as you can. So, when you want to move fast and fix things, you can do it in a week, but you can’t go fast until Friday. You got to do all of those other things Monday to Thursday.

BRIAN KENNY: You talk a lot about trust in the book. Can you maybe expand on that a little bit? I mean, how does a leader know if they’re trusted?

FRANCES FREI: Yeah. If you make a decision in a meeting and it gets re-litigated after the meeting, you’re not trusted. If people are asking you to compromise a lot, they don’t trust you. I find that in the presence of trust, we can go faster and further. And so, if you notice that people are wanting you to unnaturally slow down, trust is a culprit. And very fortunately, we now have published the secret memo on how to fix trust. It’s got three component parts and you can figure out which one it is, isolate it, fix it, and do it. So, the myths of trust that it takes a lifetime to build and it can never be rebuilt as strongly. None of those things are true. You can actually build trust quickly. I bet somebody sits down with Paul and they’re going to be trusting him in five minutes. If trust is broken and targeted where it is, you can rebuild it to be just as strong as it was before.

BRIAN KENNY: Paul, how do you think your team would describe – whichever team you want to pick – how would they describe you as a leader?

PAUL ENGLISH: Infectious energy has been used even from early in my career that showed up in my performance reviews a lot that I just enjoy people. I like to laugh. I like having fun at work. And then, I’m always pushing the team to do more faster to try new things. I like Frances’ use of the term of iteration, which is often a much better word than failure, but getting people to iterate as rapidly as they can. If something doesn’t work out, that’s okay, as long as we learn something from it, and let’s just try again.

BRIAN KENNY: And you mentioned earlier that once you’ve convinced four or five or six smart people to get excited about an idea that you have, that’s when you know you’ve turned the corner. But at what point do you say, “All right, this one’s not catching on. I’m just not going to bother trying to push this one through the funnel?”

PAUL ENGLISH: Well, ultimately, if you are building a product and no customer’s willing to pay you money, that’s a problem. So first, you want to find the team that’s excited to work on it. The second thing you need to do is find customers that want to pay for it. And you also want to find customers that bring you other customers, because if you have to spend money in marketing to acquire every single customer, you might have a good product, but a product that’s too expensive to sell. So, it’s really those things of are you really solving a problem that is such a big problem that people are willing to go through the hassle of downloading a new app, setting up a new account, trying a new system. And then, when you solve their problem, are they so joyous about it that they will tell their friends and family, “You must try this out.”

BRIAN KENNY: And all of this, I would imagine, takes some vulnerability. You’ve got to be vulnerable enough to know that that’s probably not an idea worth pursuing. And that helps to build the trust. Is that a fair way to link those things?

FRANCES FREI: I think it is that because what you’re showing in that vulnerability is one, you’re authentic, you’re not sublimating who you are, and the vulnerability is towards others. I’m going to be vulnerable in service of you, which is an act of empathy. And those are two really important component parts of trust.

PAUL ENGLISH: I’ve often said that people follow confidence, but they’re loyal to vulnerability.

FRANCES FREI: Nice.

PAUL ENGLISH: Just being honest with people, companies created out of integrity. Speak from honesty about how you actually think and how you actually work. And when you speak from honesty, people will know how to react to that.

BRIAN KENNY: Yeah, that’s great. I love that. This has been a fabulous conversation. I knew it would be a lot of fun having you both here. So, I’ve got one more question for each of you. And I’m going to start with you, Paul. And that’s simply what’s one word of advice, one thought you would have for people who are listening to the show, who are would-be entrepreneurs like you?

PAUL ENGLISH: Spend more time recruiting. Spend more time turning over every rock, trying to find those next fascinating, exciting, wonderful people to pursue your next idea with.

BRIAN KENNY: Great. And Frances, I’ll ask you to end by just telling us if there’s one thing you’d like people to remember about the Paul English case and about your new book, what would it be?

FRANCES FREI: That go after the world’s biggest challenges. And the best time to start is right now. So, when we see a challenge and we delay, it’s now on our watch. And so, I guess my advice, if I could describe it in its simplest terms, is simply begin.

BRIAN KENNY: Love it. Frances Frei, Paul English, thank you for joining me on Cold Call .

PAUL ENGLISH: Thank you. It was fun.

BRIAN KENNY: If you enjoy Cold Call , you might like our other podcasts, After Hours , Climate Rising , Deep Purpose , IdeaCast , Managing the Future of Work , Skydeck , and Women at Work . Find them on Apple, Spotify, or wherever you listen, and if you could take a minute to rate and review us, we’d be grateful. If you have any suggestions or just want to say hello, we want to hear from you. Email us at [email protected] . Thanks again for joining us. I’m your host, Brian Kenny, and you’ve been listening to Cold Call , an official podcast of Harvard Business School and part of the HBR Podcast Network.

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Jurassic Dinosaur Hunting 2024 17+

Dino hunting attack games, love singla, designed for iphone, iphone screenshots, description.

Are you a fan of wild dinosaur shooting games? Let's play the wild dino hunting gun games 3d. We are here to provide you with easy dinosaur shooting games with good aspects. Welcome to Jurassic world animal hunting game that takes you to a decade of dinosaurs about million of years ago. And make your existence over there hunting the Dinos in wild dinosaur shooting games. Be a good wild dinosaur sniper shooter 3d. So become a part of this dino shooting simulator game. This dinosaur shooting game is especially made for dinosaur hunters and sniper shooters. In this game you would love to apply advanced features or properties of shooting hunters along with the forest environment of dino hunting games. The wild dino hunting gun games 3d are basically fights between you and the wild dinosaurs. The deadly dinosaurs and wild animals are wandering in the forest and they are harassing people of nearby villages in dino hunting sniper shooting games. So as a sniper shooter it's your responsibility to hunt these wild dinosaurs and save the people from their harassment in wild dino hunter games. Be a sniper shooter in dino hunting simulator games. Easy to play survival game. This is an actual wild dinosaur shooting game with many modes and missions. Wild dinosaurs hunting are about to hunt with your sniper games. Be an authentic wild dino sniper shooter 3d along with your shooting skills that make up the dinosaur games at high level. Play this thriller to hunt the wild animals of Jurassic world . Wild dinosaur simulator is easy to play fps commando shooting game. Wild animals hunting games 3d - Wild dino hunting games 3d Dinosaur hunting games give you an experience of animal hunting challenges in which you have a complete authorization to wild dinosaur hunting gun games. Be a sniper shooter 3d and be a real hunter in wild dinosaur offline games and lion hunting games 3d. In this era of wild dinosaur shooting games 3d, Upgrade your weapons and gear to enhance your hunting capabilities. Dino shooting game offers an adventure through a world long gone, where you'll pit your wits and skills against some of the most awe-inspiring creatures to ever walk the earth in fps commando shooting game. Gear up and embark on a journey that will test your as a true dinosaur hunter in a Jurassic animal hunting game. Get ready to experience the ultimate rush as you step into the shoes of a dinosaur hunter simulator in this survival game. Real dino hunting games 3d - Deer hunting games Features of wild dino hunting gun games 3d and sniper shooting games: Easy to play gun simulator shooting game Big weapons lobby in this dino hunting game Number of modes and weapon selection in wild dino hunting simulator Easy and smooth controller of wild lion hunting game Number of environments in deer hunting games Wild safari zoo hunter have realistic 3d graphics Amazing sound effects of this shooting simulator Different guns available in this gun games 3d Download this wild dino hunting gun games 3d and enjoy your free time with this. Refer this lion hunting game to your friends. Give us feedback about the gameplay of this stunning action shooting gun game.

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