Big Idea: A Cautionary Tale

In Fall 2013, when I was a undergrad at Biola University, Phil Vischer—the founder of Big Idea, creator of VeggieTales, and voice of Bob the Tomato and a host of other characters—gave a talk to a packed gymnasium of people who had grown up watching his videos. I was one of them, and what Vischer had to say that night played a significant part in the long story of how and why I decided to quit filmmaking. That is a long story for another time, but I share that autobiographical detail here to suggest how much Big Idea has been to me a paradigmatic example—a cautionary tale, really—of the challenges facing Christian individuals and institutions engaged in culture-making and cultural engagement. This summer, I finally read Vischer’s memoir, Me, Myself & Bob (Nelson, 2006). Here are some takeaways from the passages dealing with how Vischer lost control of the company in the early 2000’s. 

One: An organization needs to be led by both a Head and a Heart. 

Among the problems that led to Big Idea’s bankruptcy was that Vischer was a dreamer surrounded by yes-men and took increasingly expensive risks. Yet if at the other extreme the company had been led by someone concerned only with the financial bottom-line, that would have stifled creative experimentation. So Vischer concludes that “The balance between creative inspiration and good stewardship of resources is vital to any successful enterprise” (211). He cites the example of Walt Disney’s life-long collaboration with his older brother Roy: “The key to the partnership of Walt and Roy was mutual submission, based in genuine love for each other. … In hindsight, perhaps the simplest explanation for the failure of Big Idea Productions is this: I never found my Roy” (213). The administratively-gifted Head and the visionary Heart need to work together to accomplish anything worthwhile long-term.

Two: Enough with the obsession with growth. 

Big Idea grew at an unsustainable rate, and it would have been able to do more good over the long-haul if it had stayed smaller. Vischer argues that “Real impact today comes from building great relationships, not huge organizations. More overhead equals less flexibility to pursue unexpected opportunities” (219). As the saying goes, “More money, more problems”—but also, more people, more problems; more projects, more problems. Big Idea’s meltdown is a warning for churches, Christian schools, and other parachurch organizations that think that numerical growth means they must be doing something right.

Three: Be explicit and consistent about the organization’s theological commitments, and make sure all employees at least know what those are and can respect them.

This is closely related to the second takeaway. For Big Idea to scale up to the size Vischer over-ambitiously envisioned for it, it was almost inevitably going to have to attract more non-Christian talent (not to mention non-Christian investors). Vischer confesses that, “the more we hired, the less Christian Big Idea became” (125). He goes on to say that “I shared my passion for Christian ministry through creative media with everyone but my own staff, because, frankly, I wasn’t sure many of the folks at Big Idea would buy into it” (126–27). This is an almost-guaranteed recipe for mission drift and internal divisions: “My vagueness about Big Idea’s true mission and values led to a profoundly confused, dysfunctional workplace. By the time I had figured out the problem, it was too late to do much about it” (223).

Vischer advises leaders to “Build a team that rows in the same direction” (222). However, he adds the qualification that, “This doesn’t mean everyone needs to think the same, look the same, or talk the same—that sort of conformity leads to groupthink and failure. Diversity is a wonderful thing, as long as the diversity isn’t around the purpose and values of the group itself. … I hired some Christians who didn’t fit and some non-Christians who did. The key was that each employee—from the receptionist to the president—was excited about Big Idea’s mission and the Christian values we promoted” (222). I’m not sure about that last part. There are some “Christian values” that only a Christian could be “excited about,” and while maybe the “receptionist” doesn’t have to a Christian, the “president” and everyone making the defining creative and financial decisions should be. But I do take Vischer’s point that not everyone has to be theologically aligned on every single issue for a non-church, non-denominational Christian organization to be able to accomplish its goals.