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Disney power point

  1. 1. By: Melissa Armstrong, Alexa Bartlett, Meredith Dreman, Anna Goldberg and Jamie Katz Opening The Vault: From Eisner to Affect
  2. 2. <ul><li>We examined The Walt Disney Company and more specifically the transition through Michael Eisner in a leadership position </li></ul><ul><li>Through looking at the history of the company, we examined Eisner’s leadership style and how it affected Disney’s employees, culture and revenue </li></ul><ul><li>We did an in-depth examination of the leadership and company culture that existed during the time that Walt Disney was the head of the company </li></ul>
  3. 3. <ul><li>1923 - Walt Disney moved to California with a huge dream </li></ul><ul><li>With the release of Steamboat Willy in 1928, Disney and Mickey became a household name </li></ul><ul><li>1934- Snow White was conceptualized </li></ul><ul><li>Walt created such classics as Bambi, Pinocchio, Dumbo, Fantasia, Cinderella, Sleeping Beauty, 101 Dalmatians, Jungle Book, and Mary Poppins </li></ul>
  4. 4. <ul><li>Mickey Mouse is one busy entrepreneur. The Walt Disney Company (NYSE: DIS) was founded in 1923 and is based in Burbank, CA. The company, together with it’s subsidiaries, is a diversified worldwide entertainment company. It provides entertainment and information through five business segments: media networks, parks and resorts, studio entertainment, consumer products and interactive media. </li></ul>
  5. 5. <ul><li>&quot;You never knew which Walt was coming to your meeting” </li></ul><ul><li>Disney’s 3 Steps to Success </li></ul><ul><ul><li>The Dreamer  Drive to learn </li></ul></ul><ul><ul><li>The Realist  Drive to acquire </li></ul></ul><ul><ul><li>The Spoiler  Drive to defend </li></ul></ul>
  6. 6. The elements used to organize the creative work force and guarantee creative outcomes Room 2 The Realist ( Drive to Acquire) Ideas will return to Room 1 to allow for the work on the project to continue, repeating the cycle. If an idea does not survive through Room 3, the idea is abandoned. Room 1 The Dreamer ( Drive to Learn) Room 3 The Spoiler ( Drive to Defend)
  7. 7. <ul><li>“ I can never stand still. I must explore and experiment. I am never satisfied with my work. I resent limitations .” – Walt Disney </li></ul><ul><li>What is a dreamer? </li></ul><ul><ul><li>Represents unrestrained creativity </li></ul></ul><ul><ul><li>A dreamer asks “&quot;If we had no constraints, what would we love to do next?&quot; </li></ul></ul>
  8. 8. <ul><li>Questions the Dreamer asks </li></ul><ul><ul><li>What do we want to achieve? </li></ul></ul><ul><ul><li>Why do we want it? </li></ul></ul><ul><ul><li>What is the benefit? </li></ul></ul><ul><ul><li>What would we see if it were finished? </li></ul></ul>The Dreamer 1 <ul><li>What The Dreamer Asks </li></ul><ul><ul><li>What do we want to achieve? </li></ul></ul><ul><ul><li>Why do we want it? </li></ul></ul><ul><ul><li>What is the benefit? </li></ul></ul><ul><ul><li>What would we see if it were finished? </li></ul></ul>The place where dreams were dreamed, ideas were spun out, no restrictions, no limits - just every sort of outrageous creative hunch or idea was freely developed
  9. 9. <ul><li>“ We cannot do fantastic things unless we know what is real and what is not ” – Walt Disney </li></ul><ul><li>The realist is pragmatic and practical </li></ul><ul><li>“ Our business will grow with technical advances. Should technological advance come to a stop, prepare our funeral. We need new tools and refinements.” </li></ul>
  10. 10. <ul><li>Questions the Dreamer asks </li></ul><ul><ul><li>What do we want to achieve? </li></ul></ul><ul><ul><li>Why do we want it? </li></ul></ul><ul><ul><li>What is the benefit? </li></ul></ul><ul><ul><li>What would we see if it were finished? </li></ul></ul>The Realist 2 <ul><li>What The Realist Asks </li></ul><ul><li>How specifically will we do this? </li></ul><ul><li>What, broadly are the steps? </li></ul><ul><li>What limitations are there? </li></ul><ul><li>Who will do it? </li></ul><ul><li>When does each step have to start? </li></ul>Here the dreams from Room 1 were coordinated and the story board created as events and characters fitted into sequence.
  11. 11. <ul><li>The spoiler checks by wondering, &quot;There is something wrong with this. What is wrong with this?” </li></ul><ul><li>Critical thinker </li></ul><ul><li>Critically evaluates the work of the realist and dreamer </li></ul>
  12. 12. <ul><li>Questions the Dreamer asks </li></ul><ul><ul><li>What do we want to achieve? </li></ul></ul><ul><ul><li>Why do we want it? </li></ul></ul><ul><ul><li>What is the benefit? </li></ul></ul><ul><ul><li>What would we see if it were finished? </li></ul></ul><ul><li>What The Spoiler Asks </li></ul><ul><li>Who could stop us? </li></ul><ul><li>What would be the cost if it did not work? </li></ul><ul><li>What is the one thing you forgot to ask? </li></ul><ul><li>How do you know this is a good idea? </li></ul>The &quot;sweat box&quot; - a small room under the stairs where the whole crew would critically review the project to date with no holds barred. The process was safe because it was the project not a particular individual that was being criticized. The Spoiler 3
  13. 13. <ul><li>&quot;From the beginning, starting with Walt Disney, we have had five things that make me proud to be part of this Company: high-quality products, optimism for the future, great storytelling, an emphasis on family entertainment and great talent, passion and dedication from our Cast Members.&quot; </li></ul><ul><li>Marty Sklar Vice Chairman and Principal Creative Executive Walt Disney Imagineering </li></ul>
  14. 14. <ul><li>Innovation </li></ul><ul><ul><li>We follow a strong tradition of innovation. </li></ul></ul><ul><li>Quality </li></ul><ul><ul><li>We strive to follow a high standard of excellence. </li></ul></ul><ul><ul><li>We maintain high-quality standards across all product categories. </li></ul></ul><ul><li>Community </li></ul><ul><ul><li>We create positive and inclusive ideas about families. </li></ul></ul><ul><ul><li>We provide entertainment experiences for all generations to share. </li></ul></ul><ul><li>Storytelling </li></ul><ul><ul><li>Every product tells a story. </li></ul></ul><ul><ul><li>Timeless and engaging stories delight and inspire. </li></ul></ul><ul><li>Optimism </li></ul><ul><ul><li>At The Walt Disney Company, entertainment is about hope, aspiration and positive resolutions. </li></ul></ul><ul><li>Decency </li></ul><ul><ul><li>We honor and respect the trust people place in us. </li></ul></ul><ul><ul><li>Our fun is about laughing at our experiences and ourselves. </li></ul></ul>
  15. 15. Drive to Acquire Social norms Drive to Bond Drive to Learn Drive to Defend Personal values Past experience Mental skill set resolves competing drive demands Goal-directed choice and effort The Realist Disney Culture The Dreamer The Spoiler
  16. 16. <ul><li>DURING THE EISNER ERA CAME… </li></ul><ul><li>Disney Cruise Line </li></ul><ul><li>Miramax </li></ul><ul><li>ABC </li></ul><ul><li>Disney Channel </li></ul><ul><li>ESPN </li></ul><ul><li>Radio Disney </li></ul><ul><li>Animal Kingdom </li></ul><ul><li>The initial partnership with Pixar </li></ul>
  17. 17. <ul><li>From mid-1985 to 1990, Disney broke profit records for more than twenty straight quarters </li></ul><ul><li>Eisner officially turned Walt Disney Productions into The Walt Disney Company </li></ul><ul><li>Eisner officially turned Walt Disney Productions into The Walt Disney Company </li></ul>
  18. 19. Eisner’s consistent micro-management &quot;resulted in loss of morale throughout the company” as well as “the perception by all our stakeholder –consumers, investors, employees, distributors, suppliers, -that the company is rapacious, soul-less, and always looking for the ‘quick buck’ rather than long-term value which is leading to a loss of public trust.” -Roy Disney
  19. 20. <ul><li>PROS AND CONS </li></ul><ul><li>FACTS AND FIGURES </li></ul><ul><li>Pros: -Expansion of company -Financial health -Diversification of interest </li></ul><ul><li>Cons: -Lost the &quot;magic&quot; of Walt Disney -Employee satisfaction/loyalty decreased -Disney image to other companies declined (ex: Pixar) </li></ul><ul><li>Lists:     #66  Highest Market Cap #20  Best Performers In Media </li></ul><ul><li>  </li></ul><ul><li>Revenue: $36.29B Profit: $3.31B </li></ul><ul><li>43% of shareholders voted against Eisner </li></ul>
  20. 21. <ul><li>The entertainment company’s success is driven by its product innovation, which means its key value driver is its creativity. Thus the strategy for the entertainment company is to focus on hiring the most creative people in the industry and providing ample opportunities for their creative output to be manifested in the company’s products and services. </li></ul><ul><li>For the entertainment company, building individual capabilities and fostering innovation are just as important as the creative output of its employees, although this company cannot be oblivious to efficiency and market pressures. </li></ul>
  21. 22. <ul><li>http://craphound.com/roytoeisner.txt </li></ul><ul><li>http://www.squidoo.com/waltdisneymodel http://corporate.disney.go.com/careers/culture.html </li></ul><ul><li>www.wiredportfolio.com/blog/wp-content/.../10/DisneyPaper.pdf </li></ul><ul><li>http://www.slate.com/id/2116794/ </li></ul><ul><li>Disney War by James B. Stewart </li></ul>