Sony Pictures Imageworks’ Michelle Grady and ILM’s Janet Lewin on Bad Bosses and Changing Studio Culture: ‘Culture Is What You Tolerate’

Sony Pictures Imageworks’ Michelle Grady and ILM’s Janet Lewin were joined for a conversation about leadership, culture and the future of visual effects, held in a quiet lounge in Turin. The two senior figures, who have both spent more than two decades in the industry, spoke candidly about the pitfalls of bad bosses and the ways studios can shift the culture so that creative talent is allowed to flourish.Grady opened the discussion with the observation that “culture is what you tolerate.” She explained that a studio’s culture is built from the ground up by the decisions that managers make on a daily basis. “You put in a lot of effort to shape a culture, but if people are not held accountable, that culture can become a breeding ground for bad habits and toxic behaviours,” she said..

“If a manager lets a team member walk around the office after a missed deadline without any consequences, that toleration becomes part of the culture.”The former Sony Pictures Imageworks president said that the industry had seen a shift in the last five years in how managers are held to higher standards. “We used to see a culture where people could get away with little effort, but we’re now at a point where talent will walk away if the environment does not match their values,” she said. Her own experience at Imageworks, which grew from a boutique studio into a major player in Hollywood visual effects, gave her a unique perspective on how a culture can evolve from “tolerating mediocrity” to “celebrating excellence.”Janet Lewin, who runs the Visual Effects department at Industrial Light & Magic, added that the same principle applies at any size of studio..

“The culture that I see in the industry is heavily influenced by the leadership style of a few key people,” she noted. “When a boss is hands‑on, supportive, and honest, that creates a foundation for the rest of the team. Conversely, a boss who micromanages or does not communicate can quickly turn the studio into an environment that stifles creativity.” Lewin drew on her experience at ILM’s 30‑year history of blockbuster effects to illustrate how a shift in management style can impact a studio’s output.Both Grady and Lewin acknowledged that the effects industry has historically struggled with the “publish‑first, fix‑later” approach..

They agreed that this mindset can lead to an unhealthy culture of overworking and rushed deadlines. “The problem is not the tight deadlines themselves; it is how the workload is handled,” Lewin said. “If a team is overburdened and the manager does not check in regularly, the quality of work and the morale of the team both suffer.” The two emphasized the importance of realistic scheduling and open communication.When asked about the concrete steps that studios should take to improve culture, Grady suggested a series of practical measures..

“Firstly, establish a clear set of expectations for each role,” she said. “Secondly, set measurable objectives and track progress. Thirdly, create an environment where employees can speak freely about challenges and propose solutions.” She also highlighted the importance of transparency, noting that “when the top level shares why decisions are made, it demystifies the process and encourages accountability.”Lewin agreed and added a specific focus on mentorship..

“You need to pair junior artists with senior mentors who are not only technically skilled but also invested in the personal growth of their protégés,” she said. “Mentorship creates a feedback loop that is critical for the development of the studio’s talent pool.” She also pointed out that mentorship is a two‑way street: “Senior artists also learn from the fresh perspectives of newcomers, which keeps the creative engine humming.”Both executives acknowledged the role of diversity in shaping a healthy culture. Grady said that a studio that actively hires from underrepresented backgrounds brings a richer perspective to problem solving..

“We’re seeing a direct correlation between a diverse workforce and the innovative solutions we produce for our clients,” she explained. Lewin echoed this sentiment, noting that the creative industry thrives on varied viewpoints. “When people from different backgrounds come together, they challenge each other’s assumptions, which drives progress.” Both stressed that diversity is not a box to tick but a strategic advantage that fuels better storytelling and visual design.The conversation turned to the challenges that large studios face in maintaining a unified culture across multiple locations worldwide..

“You can’t rely on a single set of rules,” Grady warned. “Each location has its own set of social norms, and those norms can either reinforce or undermine the studio’s values.” She suggested that studios implement a global culture framework that includes regular cross‑office meetings and shared projects. This approach, according to Grady, helps to maintain a sense of belonging among remote employees.Lewin offered a different perspective on the same issue, arguing that the key is to empower local managers to adapt the global culture to local realities..

“Local managers are the bridge,” she said. “They’re on the front line and have a better grasp of what motivates their teams. Giving them the authority to shape the culture locally while adhering to core values ensures that the culture remains relevant and effective.” She added that this empowerment requires training and support, as well as a clear channel of communication up the leadership chain.A pivotal moment of the discussion was the emphasis on the “feedback loop” between employees and leadership..

Lewin said that regular, structured feedback mechanisms are essential. “We’ve seen studios that implement monthly one‑to‑one sessions where employees can discuss concerns, and that has a measurable impact on employee satisfaction and retention.” Grady added that such feedback should flow in both directions: “If senior leaders receive candid feedback from their teams, they can adapt and grow in their role as a manager.” Together they highlighted the importance of psychological safety in an environment where employees feel comfortable speaking up.The interview ended with a mutual agreement on the importance of resilience in the face of change. Grady stressed that the effects industry is in a constant state of technological evolution..

“As new software and pipelines emerge, we need to be flexible and willing to adopt new practices,” she said. “That resilience is also a cultural trait that must be nurtured.” Lewin echoed that sentiment, noting that the studio’s ability to adapt to changing client needs is a direct outcome of a culture that values continuous learning and experimentation.In summary, the conversation with Michelle Grady and Janet Lewin highlighted that the foundation of a successful visual effects studio is a culture built on accountability, mentorship, diversity and open communication. By actively shaping their internal culture, both Sony Pictures Imageworks and ILM are positioning themselves to not only survive but thrive in an industry that continues to evolve at a rapid pace..