Communicora
Premium Member
The strange thing is that he went on annual trips to WDW while he was growing up. That definitely wasn't the norm for people in the midwest back then.I feel we'll get told off for drifting off topic, but I agree with all of this! The impression is very much that the parks are being run by people who would never willingly visit them and so come up with all kinds of over-complicated systems that I'm positive sound great in their internal pitches in terms of maximising revenue, addressing complaints about over-crowding and long lines, avoiding the need to build so many new attractions, etc. However, no-one really seems to be thinking through the practicalities of what any of this means for those paying to spend a day in the park.
Also agree and was actually thinking about this when the new DVC tower for the Polynesian at WDW was announced; Is there anyone responsible for signing off on these things who would even recognise let alone care that a mid-rise apartment block doesn't fit with the rest of the resort? It seems to me an explanation for the wild swings in quality of new projects as, at the executive level including Chapek, no-one really knows what they're looking at beyond the numbers.
The more you think about it, the more strange a choice Chapek seems for the CEO job. He doesn't appear to have any great feel for the creative aspects of the company, not even the parks which he was in charge of running let alone film and television. It is also becoming increasingly obvious on issues including this one that he isn't good at cultivating the personal relationships and good will being the CEO of Disney requires. Would be interesting to know how obvious this latter aspect was before he was elevated to CEO and what exactly the logic was behind the choice.
It's interesting that he seems out of touch with both the parks and the film side of the business. I wonder what qualities he has that we aren't seeing that made him a compelling choice for the CEO role.