Bob Iger Stepping Down, Bob Chapek New CEO

caranate

Member
Nothing is more in the Spirit of Disney than meetings. Disney loves meetings. They have meets to discuss meeting where they’ll discuss meetings.
This is just about every corporation right now. There are so may redundant director level positions in most corporations that they have to justify their existence, which usually means calling meetings because they feel the need to “lead the team”. Way too many higher education types.
 

aladdin2007

Well-Known Member
just pathetic, I still dont see him lasting too long in this position. He can just take a few more with him out the door when he goes. Hes not running the company hes ruining it. The board is even worse, and blind apparently.
 

Goofnut1980

Well-Known Member
I would like to apply for the open position when it becomes available. LOL

But to be honest, I bet there is someone on these blogs that could run that company better than the last two have. Also the CEO position should be like the presidency. 4 years and then maybe 4 more, and then, bye bye..
 

James Alucobond

Well-Known Member
This is just about every corporation right now. There are so may redundant director level positions in most corporations that they have to justify their existence, which usually means calling meetings because they feel the need to “lead the team”. Way too many higher education types.
I'm not sure this accurately describes them. I mean, they may have a variety of certificates or degrees, but they're usually the kind you can buy over a wine and cheese weekend disguised as a learning seminar.
 

brb1006

Well-Known Member
"Team,

As we begin the New Year, I want to share our mission and the strategic pillars that will be key to our success—but first, I want to start 2022 on a note of gratitude for all of you, your talent, dedication, and optimism during the most disruptive time in our company’s history.

Thanks to you, we are weathering the pandemic and emerging stronger than ever. Over the last two years, we continued to tell the world’s best stories, reorganized, and accelerated our transformation to better serve audiences and guests. We looked inward during a time of social disruption, saw how much was left to do, and made significant change. And of course, we underwent a leadership change—and I am enormously grateful for the tremendous foundation Bob Iger left us.

You achieved those things during a once-in-a-century pandemic, and I want to acknowledge those whose roles require them to be in the office or one of our parks, as well as those working from home while managing at-home learning and gaps in childcare. I also appreciate your patience as we begin reopening our offices. Our long-term goal is to provide greater flexibility, and your leaders will be in touch as plans evolve.

It’s ironic that this disruption is happening as we prepare to celebrate our company’s 100th anniversary. For nearly a century, we have defined and redefined entertainment, created countless lifelong memories, and delighted fans and families around the world. It’s a legacy that is simply unrivalled—and a welcome responsibility for us to build upon.
And so I believe our mission for this year is clear: set the stage for our second century, and ensure Disney’s next 100 years are as successful as our first. To do that, we will focus on three pillars.

First, storytelling excellence. What makes Disney so unique is that the stories we tell mean something to people. They inspire, give hope, bring us together, illuminate the world around us, and create memories. That is Disney magic, and we must continue to set the creative bar higher and higher. To that end—and in addition to all my other creative meetings—I am establishing a new standing monthly meeting with our senior creative leaders to discuss the opportunities we face as a storytelling enterprise. This will encourage collaboration, sharing of best practices, and stimulate cross-studio ideation.

Second, innovation. Since Steamboat Willie, we have been the world’s foremost innovative storytellers. That must continue as technology evolves, giving our creative teams new canvases like the metaverse on which to paint. We should be especially innovative as we seek to bring stories to life in new ways—particularly if they enhance what many call our “franchise ecosystem,” which is one of the things that sets us apart.

And third, relentless focus on our audience. We are a big company with many constituents and stakeholders, all of whom have a place in our decision-making. But at the end of the day, our most important guide—our North Star—is the consumer. Right now, their behavior tells us and our industry that the way they want to experience entertainment is changing—and changing fast thanks to technology and the pandemic. We must evolve with our audience, not work against them. And so we will put them at the center of every decision we make.

When you look at the entertainment landscape, I believe Disney stands alone. We have the world’s most creative storytelling engine along with the world’s most beloved brands and franchises—which we can bring to life in ways no one else can. We have a portfolio of distribution platforms across the world—including powerful streaming services—with the ability to reach audiences anywhere, anytime. We have the #1 news organization and the most trusted brand in sports. We bring people together and make magical memories that last a lifetime at our parks and on our cruise ships. We have a unique ability to impact culture and connect with people on deeply personal levels. And we have you—the best team in the business.

I couldn’t think of a better combination, and I could not be more optimistic about our future. I look forward to setting the stage for our next century with all of you, and to making the unique brand of magic that only Disney can.
Bob"

Good lord not the "Metaverse"! I hated that idea from the start.
 

Sirwalterraleigh

Premium Member
In other words...he thinks everything he's already doing is great.
All in

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egg

Well-Known Member
I mean it’s sort of goofy to lay out three pillars for the upcoming century but it’s a very CEO-like thing to do. Whatever, the pillars themselves are actually not bad.

What’s really weird is that the company was founded in October of 1923 so we’re not even close to 100 years. Why is Bob so trigger happy? Is he worried about even getting there?
 

Karakasa

Well-Known Member
And third, relentless focus on our audience. We are a big company with many constituents and stakeholders, all of whom have a place in our decision-making. But at the end of the day, our most important guide – our North Star – is the consumer. Right now, their behavior tells us and our industry that the way they want to experience entertainment is changing – and changing fast thanks to technology and the pandemic. We must evolve with our audience, not work against them. And so we will put them at the center of every decision we make.
Funny that I don't see this "evolving with our audience" in the current direction of the parks.... Also somewhat concerned that there yet again appears to be no focus on the well-being very people who create these stories or experiences he's so keen on talking about.
 

Mac Tonight

Well-Known Member
What’s really weird is that the company was founded in October of 1923 so we’re not even close to 100 years. Why is Bob so trigger happy? Is he worried about even getting there?
Huh? 2023 is literally next year. Surely it doesn’t seem strange to you that they would’ve been planning stuff for it already??
 

castlecake2.0

Well-Known Member
Okay, the "3 pillars" are great standards to set. I doubt he'll follow through, but we'll see.
I was impressed with these pillars he(or his team) created. I’m willing to give him a second chance for a few months to see if he acts on them. He really was thrown in at a terrible time, let’s see if he can pivot. I’ll give him till the end of summer to really show he can walk the walk.
 

seascape

Well-Known Member
Just two more pillars and Disney World can become the Mecca of themed entertainment.
Disney is cash flow positive now, so if Cheapsteak Bob wants to turn around his horrible reputation among the fans its time to spend the billions of dollards they have on hand. Spend a few billions on expanding AK, HS and Epcot. Go and buy some small foreign movie studios. Even buy Seaworld. They have the money and need to take bold action now. Either that or the Board should just fire him today. Things have to change and quickly. Disney has the cash and should use it.
 

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