I think this sums it up well. Personally, it's not really about new attractions, resorts, 5th gate, etc. It's more about maintenance, immersion, and experience. And no the parks are not very clean. There was old gum on sidewalks, burnt out light bulbs, overflowing garbage cans, small bits of trash in landscaping beds, and nearly everything could use a fresh coat of paint. At least, that was my impressions from last January compared to what it was like when I went nearly every year growing up in the 80's and 90's.
A question though. In your opinion, is the problem with WDI, Corporate, or something external? Or some combination of the three? You site a lack of accountability at WDI as one reason, and also state they have large, "bloated" budgets. So, are you saying that the managers and executives at WDI just don't hold Imagineers accountable for poorly conceived and designed rides? That they are not using the bloated budgets smartly (for lack of a better word). Has the quality of the stereotypical Imagineer gone down that badly? Or are they hamstrung by managers and executives? Sorry for all the questions, they just kept pouring out of my brain. :wave:
In honor of election day, the late hour and my desire to not spend too much time on this now, I'm going to avoid the heart of a question that deserves a long and detailed response.
Please don't hold it against me and I WILL respond later when I am able to give it the thoughtful reply it deserves.
But since the discussion is more about WDW than WDI, let me state that the biggest problem is that WDW is run by three powerful posses -- and none of them have an ounce of creativity amongst them.
They are:
1.) WDW's Executive 'leadership' team led by Inoverherheadmeg Crofton, the figurehead prez, Al 'White Bread/Rubber Stamp' Weiss, Erin Wallace (who really runs the resort on a daily basis from an ops standpoint) and the park VPs led by the MK's Phil 'Magic Man' Holmes;
2.) WDW's Marketing Division, which has more power over what goes into the parks and when then WDI could dream of having;
3.) Outside consultants ... they pick up six and seven figure checks by telling Disney how to streamline its business and most of them are utterly clueless as to why Disney is Disney and why you can't simply do so many things that they push management to enact with snazzy PowerPoint presentations.
Those are the groups that ultimately lead to poor creative choices like many of the attractions mentioned before. Stitch's Great Escape may be an awful attraction, but it isn't simply the fault of folks like Rick Rothchild who worked on it. It came about because Disney marketers said 'Stitch is huge, he sells lots of merchandise, and he needs a presence in the park.' That is simply how the first seeds of SGE came to germinate. So while WDI did an awful job ... and being forced to use an existing building that couldn't be changed dramatically ... and having too small a budget played a factor. It started before it ever got to WDI. Decisions were made (as they usually are) that dictated what WDI had to work with. Almost all of the funds went to the impressive AA, but that left almost nothing left for anything else ... and that's why there's a mess that only appeals to 9-year-old boys.
Often times, though, money isn't a problem. It's a simple lack of creativity. Imagination 2.0 and 3.0 collectively cost over $80 million ... think about that number, wrap your minds around it ... and then realize that the current ride pulls in fewer visitors than the original (which was full of wonder and whimsy and huge setpieces and special effects) did in its last few years.
So, I guess I did kind of answer part of your question ... but I'll get to the rest when I have more time.
Hope that helped some ...