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MyMagic+ article from Fast Company magazine
- Thread starter AustinC
- Start date
Well that es me off. The irony of my situation will haunt me.
John
Well-Known Member
have read hundreds of post from you......this is far the best one I have read.
On my families trip last June (just after this announcement) I was unable to access the WiFi at UNI. It showed but wouldn't connect. Then again, it's a Comcast product so no real surprise with the bad service.
englanddg
One Little Spark...
1) "Rasulo would respond, "Well, we're heading down this path. This is the direction we're going.""
So...in other words, this got ramrodded down everyone's throat...including those who have a much better view of what it really takes to make it work and what impact it would or could have. I find it difficult that every single objection was inappropriate or simply to (ahem, excuse the term) "protect one's castle").
But, regarding "protecting the castle"...the next few paragraphs make me want to scream.
2) Insiders say the Frog team found the internal struggles withering. They faced opposition from a whiny corporate force: Disney’s Whinegineers.
There, fixed that for you. Cause, that's how they were treated.
3) "The Frog industrial-design team really ed off the Imagineers, stepping all over their toes and fighting turf battles," explains one insider.
Defending the integrity of the Park experience, what separates it from a churn and burn Six Flags thrill experience, or even, frankly Universal, at it's core WAS what I'm gonna quote next, so...
4) "Imagineers argued that the uniformity of the access points would disrupt the spirit of their uniquely stylized attractions. For example, seeing Mickey’s face on every post would be disconcerting, since there were wide swaths of the park that had nothing to do with the Mouse at all. Ditto for those waist-high digital posts; what business did something looking like a shiny modern mailbox have in the foreground of a medieval castle? The Imagineers preferred designs that would be immersed in the theme of each Disney World ride: futuristic ones for Tomorrowland, Wild West–style ones in Frontierland, and so forth. Their preferences reflected their deepest goal, which is to protect the sanctity of children’s imaginations as they engage with real-life fairy tales at the park. Says veteran Imagineer Joe Rohde, "If I’m supposed to be living with fairies, fairies don’t have iPhones or MagicBands."
Just read that. My respect for Rohde just shot up ten-million percent.
5) "The Frog team was aghast. They felt the Imagineers’ criticism went against basic user-experience design."
That's because it wasn't based on the sort of "UI" they were trying to design. Was their design and choices based on solid good UI design? Yes. But, how would you feel if Skyrim looked the same as Mario Kart because...well...UI. Right? RIGHT?
Flipping dummies didn't get it. Basically what they were doing was slapping you out of the "immersive imagination experience" and putting a "tutorial mode" where you get to see "Press X to Jump" and "Press Y to run" with the trademarked button graphics from a PS controller on them.
So, was Frog "wrong"? Nope. But they certainly were far from "right", imho.
Ok, I need another snack.
So...in other words, this got ramrodded down everyone's throat...including those who have a much better view of what it really takes to make it work and what impact it would or could have. I find it difficult that every single objection was inappropriate or simply to (ahem, excuse the term) "protect one's castle").
But, regarding "protecting the castle"...the next few paragraphs make me want to scream.
2) Insiders say the Frog team found the internal struggles withering. They faced opposition from a whiny corporate force: Disney’s Whinegineers.
There, fixed that for you. Cause, that's how they were treated.
3) "The Frog industrial-design team really ed off the Imagineers, stepping all over their toes and fighting turf battles," explains one insider.
Defending the integrity of the Park experience, what separates it from a churn and burn Six Flags thrill experience, or even, frankly Universal, at it's core WAS what I'm gonna quote next, so...
4) "Imagineers argued that the uniformity of the access points would disrupt the spirit of their uniquely stylized attractions. For example, seeing Mickey’s face on every post would be disconcerting, since there were wide swaths of the park that had nothing to do with the Mouse at all. Ditto for those waist-high digital posts; what business did something looking like a shiny modern mailbox have in the foreground of a medieval castle? The Imagineers preferred designs that would be immersed in the theme of each Disney World ride: futuristic ones for Tomorrowland, Wild West–style ones in Frontierland, and so forth. Their preferences reflected their deepest goal, which is to protect the sanctity of children’s imaginations as they engage with real-life fairy tales at the park. Says veteran Imagineer Joe Rohde, "If I’m supposed to be living with fairies, fairies don’t have iPhones or MagicBands."
Just read that. My respect for Rohde just shot up ten-million percent.
5) "The Frog team was aghast. They felt the Imagineers’ criticism went against basic user-experience design."
That's because it wasn't based on the sort of "UI" they were trying to design. Was their design and choices based on solid good UI design? Yes. But, how would you feel if Skyrim looked the same as Mario Kart because...well...UI. Right? RIGHT?
Flipping dummies didn't get it. Basically what they were doing was slapping you out of the "immersive imagination experience" and putting a "tutorial mode" where you get to see "Press X to Jump" and "Press Y to run" with the trademarked button graphics from a PS controller on them.
So, was Frog "wrong"? Nope. But they certainly were far from "right", imho.
Ok, I need another snack.
englanddg
One Little Spark...
Zing! Hahahaha, well played!
kjhgy
Are you saying that the article did indeed cover topics such as disgruntled CM's or guests who had real issues with the system? Otherwise I dont see why you would be so offended at the idea of his, or anybodies criticism of the articles objectivity.
PhotoDave219
Well-Known Member
Lets just say I got more and more ed off at upper management as I read.
Because what have they really accomplished with this project that Disney didnt already have?
PhotoDave219
Well-Known Member
All the Frogs did was to take existing Disney products and combine them with a SmartPhone app: KTTW & FP. Thats all we got.
Maybe that stuff is new to a SF based consultant but to people with a legacy in the company or to returning guests and the existing guest base, its nothing new. Its just shinier.... and I have to plan all my stuff out in advance.
Thanks for the comment, and glad you enjoyed it overall, even though you may have a different perspective on the matter. I think having different perspectives on MM+ is very healthy , and part of what we were getting at in the story. I think reading this you can understand where the Imagineers are coming from, just as much as you can understand where Frog was coming from. I also believe you can likely read and interpret the story in a number of ways, especially certain quotes, which is what we're basically seeing play out in this thread. You might read Staggs' quotes one way; I can assure you a lot of folks read them a different way.
Anywho, thanks for reading.
Best,
Austin
Indeed. As I mentioned before, I'm on assignment for another story, so I'm doing my best to fit this all in in between work/meetings/calls. Sincere apologies if you feel I'm not being responsive enough, but doing my best given limited time + its nearing midnight where I'm based + there's a lot of passionate, long responses to wade through (some often not including questions : ). Re: your last question, it just happened to be one I saw when I hopped back on the message board, so I responded! No big deal, as I said before, I'm happy to respond to those types of questions, but I feel like it's prob not using time here as judiciously as we could is all!
Nubs70
Well-Known Member
Nothing more than what a KTTW and a rubberband could have accomplished. A poster here has a photo of the prototype somewhere.
englanddg
One Little Spark...
Ok, continuing my thoughts...
1) "At this point, the project took on a new layer of complexity, as the NGE team felt the need to consistently dazzle the Disney brass. A key part of this was regularly showing off a complex prototype of the MyMagic+ experience. The team had outgrown its original home at Epcot and had moved to Disney World’s Hollywood Studios, inside a 12,000-square-foot soundstage. That’s where the NGE team built out its advanced R&D lab, or what Franklin calls a "living blueprint" that would "sell the vision.""
I find it darkly amusing that they used closed attractions at both EPCOT Center and HS (both parks lacking attractions) to build this whole mess out, as opposed to backstage areas and/or offsite rented property. It's like giving a big fat bite of the thumb to building new attractions, using park space to develop this.
Also, if you have to "sell the vision" so hard, it's probably not that great a vision.
2) With typical Disney flair, the soundstage became a storyboard brought to life, with a full-scale living room, including an iMac, which is where the archetypal family would book their Disney vacation via what’s now known as My Disney Experience, the website and mobile app for MyMagic+.
WHAT?
3) Next came the flight-arrival stage of the set, which simulated the experience at Orlando International, with actual seats that the NGE team had purchased from the airport.
WHAT?
4) There, family members would first touch their MagicBands to a digital access point, before proceeding to a replica Magical Express bus.
WHAT??????!?!?
5) Then came the hotel set, with actual front-desk counters and bedroom furniture from Disney’s Contemporary Resort, to reflect the new MyMagic+ check-in process.
WHAAHAJKGHSGLhkjdshjklsgdfhk
6) There were also mock-ups of the in-park experience, including a main entrance; a mini version of the Haunted Mansion ride to demonstrate how attractions could be personalized with consumer data; a small version of the Be Our Guest restaurant concept; merchandising and retail shops;
7) a small version of the Be Our Guest restaurant concept; merchandising and retail shops;
Ok, I separate this out, because...I actually think the MBs make a HECK of a lot more sense, as well as the integrated Wifi and Apps in the FAR MORE easily controlled environment of DCL. In fact, I found myself wishing for my MB while on my cruise. But, I was also more likely to wander around in a t-shirt and swimtrunks, dip in the pool, then head down to grab a coffee on the way back to my stateroom than at WDW. It MAKES SENSE on DCL. Why they didn't start there (though they'll end up there, and I think that's a good thing) blows my mind.
8) "At Disney, you can’t just create a PowerPoint presentation and say, ‘Hey, give me $10 million to build this,’ " jokes Andy Schwalb.
Yeah, so lets make a 3 million dollar Powerpoint Presentation to say "Hey, give me 1 billion to build this thing". BRILLIANT!
9) "It goes back to Walt himself," explains a former top NGE manager. "The story carries the day." Often, sources say, the "theater" of selling an idea is more important than the idea itself.
Yes, but WALT was selling things that hadn't been constructed yet, so of course models were important. YOU HAD A WHOLE LIVING TEST LAB? Why recreate Contemporary when you are less than 5 miles from it?
10) An NGE source recalls how once, right before a presentation, Padgett told one team member with a British accent, "When you’re presenting to these guys, sound and act more British. It’ll just make the presentation go better." He wasn’t joking.
So he did his best impression of Dick van doing his Cockney, eh?
11) at one point, he recommended that the NGE team "cut [their ambitions] in half" and only worry about MyMagic+ at Disney World, rather than at other potential park sites or on cruise ships. By the tour's end, recalls former NGE leader Michelle Bentubo, "probably around nine of the executives ended up with Bob in the last room, and he [looked toward] Jim MacPhee, John Padgett, and Nick Franklin, and [said], 'It better work.' "
Sounds to me like someone (Iger) stopped sipping the sizzurb...but it was too far along to kill it and too many power players were vested.
12) Sources say that, despite not seeing MyMagic+ in person, Jobs pledged his support. "I love what you guys are doing,"
Of course he did. He loved the concept of Smartphones being everywhere, all the time, doing everything. And, he came to Disney not out of some love through Disney, but through the Pixar deal. He's HARDLY a theme park enthusiast, from what I recall, and certainly not Walt.
13) he is said to have conveyed to the group. "You won’t get everything right, but doing what you’ve been doing and believing that will remain the model for the next 20 years is also not right."
So, lets listen to the guy who is a consummate salesman, but not much else, about a market he doesn't understand, because he made a lot of money in a market he does. BRILLIANT!http://data:image/jpeg;base64,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
14) The NGE team presented so many different concepts to the Disney leadership that some wondered if their aim was simply to wow top leaders with the long-term potential of NGE through whiz-bang features.
Yeap, that is what their goal seems to have been. However, and this I can't comment on because I don't know, perhaps this was all some Machiavellian level scheme to get basic resort style infrastructure upgrades in place. If so, it's really sad when you can't just say "the wifi at our parks stink, and we should improve that"...so, I don't think that was the case at all.
15) A team started designing a plastic cart for the guest’s luggage, so compact that it would fit through a special Disneyx-ray machine without forcing passengers to separate and throw suitcases and backpacks on the conveyer belt. It was a sort of TSA PreCheck for baggage, which would seamlessly be transported straight to a guest’s hotel room. The team began discussing ways to reengineer airport x-ray machines, and Padgett even organized a meeting with TSA officials. "That project itself cost probably close to $500,000,"
Yeah, but no new rides. You think you can change Air Travel, or that the consumer is demanding that you do from YOU. But, 500k NOT spent (since you seemed willing to spend it) on something else. Heck, 500k probably could have kept PUSH around...one of the more unique a neat experiences at Disney...or at least stretched him on a few more years for more to experience (because, youtube aside, most guests did NOT see/meet/greet/experience PUSH).
Onto the next chapter after I grab another snack (this article is gonna make me fat, and I'm only halfway through).
1) "At this point, the project took on a new layer of complexity, as the NGE team felt the need to consistently dazzle the Disney brass. A key part of this was regularly showing off a complex prototype of the MyMagic+ experience. The team had outgrown its original home at Epcot and had moved to Disney World’s Hollywood Studios, inside a 12,000-square-foot soundstage. That’s where the NGE team built out its advanced R&D lab, or what Franklin calls a "living blueprint" that would "sell the vision.""
I find it darkly amusing that they used closed attractions at both EPCOT Center and HS (both parks lacking attractions) to build this whole mess out, as opposed to backstage areas and/or offsite rented property. It's like giving a big fat bite of the thumb to building new attractions, using park space to develop this.
Also, if you have to "sell the vision" so hard, it's probably not that great a vision.
2) With typical Disney flair, the soundstage became a storyboard brought to life, with a full-scale living room, including an iMac, which is where the archetypal family would book their Disney vacation via what’s now known as My Disney Experience, the website and mobile app for MyMagic+.
WHAT?
3) Next came the flight-arrival stage of the set, which simulated the experience at Orlando International, with actual seats that the NGE team had purchased from the airport.
WHAT?
4) There, family members would first touch their MagicBands to a digital access point, before proceeding to a replica Magical Express bus.
WHAT??????!?!?
5) Then came the hotel set, with actual front-desk counters and bedroom furniture from Disney’s Contemporary Resort, to reflect the new MyMagic+ check-in process.
WHAAHAJKGHSGLhkjdshjklsgdfhk
6) There were also mock-ups of the in-park experience, including a main entrance; a mini version of the Haunted Mansion ride to demonstrate how attractions could be personalized with consumer data; a small version of the Be Our Guest restaurant concept; merchandising and retail shops;
7) a small version of the Be Our Guest restaurant concept; merchandising and retail shops;
Ok, I separate this out, because...I actually think the MBs make a HECK of a lot more sense, as well as the integrated Wifi and Apps in the FAR MORE easily controlled environment of DCL. In fact, I found myself wishing for my MB while on my cruise. But, I was also more likely to wander around in a t-shirt and swimtrunks, dip in the pool, then head down to grab a coffee on the way back to my stateroom than at WDW. It MAKES SENSE on DCL. Why they didn't start there (though they'll end up there, and I think that's a good thing) blows my mind.
8) "At Disney, you can’t just create a PowerPoint presentation and say, ‘Hey, give me $10 million to build this,’ " jokes Andy Schwalb.
Yeah, so lets make a 3 million dollar Powerpoint Presentation to say "Hey, give me 1 billion to build this thing". BRILLIANT!
9) "It goes back to Walt himself," explains a former top NGE manager. "The story carries the day." Often, sources say, the "theater" of selling an idea is more important than the idea itself.
Yes, but WALT was selling things that hadn't been constructed yet, so of course models were important. YOU HAD A WHOLE LIVING TEST LAB? Why recreate Contemporary when you are less than 5 miles from it?
10) An NGE source recalls how once, right before a presentation, Padgett told one team member with a British accent, "When you’re presenting to these guys, sound and act more British. It’ll just make the presentation go better." He wasn’t joking.
So he did his best impression of Dick van doing his Cockney, eh?
11) at one point, he recommended that the NGE team "cut [their ambitions] in half" and only worry about MyMagic+ at Disney World, rather than at other potential park sites or on cruise ships. By the tour's end, recalls former NGE leader Michelle Bentubo, "probably around nine of the executives ended up with Bob in the last room, and he [looked toward] Jim MacPhee, John Padgett, and Nick Franklin, and [said], 'It better work.' "
Sounds to me like someone (Iger) stopped sipping the sizzurb...but it was too far along to kill it and too many power players were vested.
12) Sources say that, despite not seeing MyMagic+ in person, Jobs pledged his support. "I love what you guys are doing,"
Of course he did. He loved the concept of Smartphones being everywhere, all the time, doing everything. And, he came to Disney not out of some love through Disney, but through the Pixar deal. He's HARDLY a theme park enthusiast, from what I recall, and certainly not Walt.
13) he is said to have conveyed to the group. "You won’t get everything right, but doing what you’ve been doing and believing that will remain the model for the next 20 years is also not right."
So, lets listen to the guy who is a consummate salesman, but not much else, about a market he doesn't understand, because he made a lot of money in a market he does. BRILLIANT!http://data:image/jpeg;base64,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
14) The NGE team presented so many different concepts to the Disney leadership that some wondered if their aim was simply to wow top leaders with the long-term potential of NGE through whiz-bang features.
Yeap, that is what their goal seems to have been. However, and this I can't comment on because I don't know, perhaps this was all some Machiavellian level scheme to get basic resort style infrastructure upgrades in place. If so, it's really sad when you can't just say "the wifi at our parks stink, and we should improve that"...so, I don't think that was the case at all.
15) A team started designing a plastic cart for the guest’s luggage, so compact that it would fit through a special Disneyx-ray machine without forcing passengers to separate and throw suitcases and backpacks on the conveyer belt. It was a sort of TSA PreCheck for baggage, which would seamlessly be transported straight to a guest’s hotel room. The team began discussing ways to reengineer airport x-ray machines, and Padgett even organized a meeting with TSA officials. "That project itself cost probably close to $500,000,"
Yeah, but no new rides. You think you can change Air Travel, or that the consumer is demanding that you do from YOU. But, 500k NOT spent (since you seemed willing to spend it) on something else. Heck, 500k probably could have kept PUSH around...one of the more unique a neat experiences at Disney...or at least stretched him on a few more years for more to experience (because, youtube aside, most guests did NOT see/meet/greet/experience PUSH).
Onto the next chapter after I grab another snack (this article is gonna make me fat, and I'm only halfway through).
Of course we want more people to read our story! We put a lot of work into the piece; we think it's a compelling article and narrative with (hopefully) equally compelling business and design lessons. We hope you enjoy it too. That's why I'm here.
Thanks so much for the kind words.
englanddg
One Little Spark...
Ok...these next points are gonna be short and sweet...
1) Should the software fall under IT?
Yes, with consultation from Marketing and Operations.
2) Should the merchandising division control the MagicBand?
For design only, the rest should be the purvue of IT.
3) Since the project would completely alter park transactions—admission, payments, crowd flow
The first two they didn't, and the latter is still a Pie in the Sky promise.
4) shouldn’t operations take charge?
Operations probably didn't want it in the first place, and saw it as overcomplicating the process. And, yes, their concerns should have been taken into greater consideration. This isn't Walt or even Eisner building a new park no one was would sure would attract visitors, this was capitalizing on a captive audience. It wasn't "blue ocean", as some would put it, it was "red ocean"...it's just that Disney, and specifically WDW, is large enough that they have their own ocean.
5) The infighting grew intense. "Look, let’s put it crudely: People were protecting their jobs!" says one VP–level NGE source.
And that man, I think, is an idiot. There may have been some of that, but most of it, not so much. It goes back to the "protecting the castle" misconstruct I mentioned in a previous post. It's easy, in corporate culture, to assume that is what is going on, but to use it as an excuse to ignore genuine concerns and shut down honest inter-departmental debate to shove a technology that you don't even plan (according to Iger's statement alluded in the previous article) to take system wide is just sheer arrogance and lunacy.
6) For example, if ticketing were to get digitized, many jobs held by traditional ticketing folks might become irrelevant.
Ticketing has been "digitized" for over a decade.
7) Staggs encouraged a policy that’s internally referred to as "constructive discomfort," which was meant to guard against cultural complacency by fostering collaboration. "People would say, ‘Okay, this looks a little bit scary because it’s different, but it’s been this way for years, and it’s worked really, really well,’ " he tells me. "That’s a recipe for stagnation."
As long as it's not the "this is the direction we are going" Rasulo appeared to take, then I think Staggs handled it well. There ARE benefits to the new system for Disney departments, as well as new opporunities...but there is also overselling benefits...and underselling them to those who will have to deal with Mrs. Snitty Shell from New Jersey who is upset that her kid didn't get a kiss on the cheek from Belle during her visit to Akershus.
8) "Imagineering is an incredible organization but it has become as institutional as the rest," says a former high-level Disney leader. "They dream of building these big icons of their creative expression, but when a capital budget shows we’re going to invest in changing the established guest experience rather than spend on a big fixed asset, that doesn’t get met with love."
Right...that's cause they know what butters your bread. NEW ATTRACTIONS AND EXPERIENCES.
9) "Then, late in the game, these folks came in going, ‘We knew this was going to be a problem.’ We were like, ‘Really? Where have you been for the last three and a half years?!?’ "
Being ignored, I suspect.
10) As IT gained a significant foothold into MyMagic+, some credit the group with ultimately improving the technical underpinnings of MyMagic+; others claim it took advantage of the situation to secure greater leverage and resources.
Ok, I want to be very clear about this. IF YOU ARE PLANNING SOMETHING WHICH INVOLVES TECHNOLOGY, BUT YOU CONSIDER THE iPHONE REVOLUTIONARY, YOU PROBABLY SHOULD INCLUDE AT LEAST A FEW PEOPLE FROM YOUR IT DEPARTMENT IN IT FAR BEFORE YOU GET THIS CLOSE TO IMPLEMENTATION!
I mean, jeez, I know you "business sorts" love to see yourselves as visionary and all that mess, but not every IT person is a fat nerd living in their mother's basement.
Sorry for the caps, but...this really ticks me off because I've seen it in multiple organizations.
11) At one point, IT pushed the division to build its own Windows-based tablets, eventually named the 2400 and the 9000, for cast members. One source calls the devices "god-awful bricks. We didn’t need their $3,000, piece-of-, custom-mademobile devices." Parks eventually opted for iPod Touches and iPads.
And, my point is proven. Instead of working together to find WHAT you needed, you look upon them as antiquated and idiotic, when they have a heck of a lot more an idea what it goes into making that iPod and iPad work than you probably do, and there may have been reasons why they went with their solution that you overlooked because you wanted something consumer and sexy. Neither position is "wrong", but neither is completely "right".
12) As this dynamic played out, the company turned to outside software consultancies, all feasting on Disney's resources for the project, which one partner describes as a "cash cow." (According to a knowledgeable source, Accenture billed over $100 million for its role in developing MyMagic+.) Says a leader of one of these project consultancies, "We were basically chartered as a shadow organization [to the IT group], like a backup plan in case hits the fan."
I hate to emulate a point that is made by a rather fond member of the forum, but if you as CEO felt your IT leadership was this disjointed and out of touch with technology, maybe a change in that leadership and a shake up there was in order. <sigh>....I'm gonna let up on this point before I belabour it.
Need another snack. Chips and salsa this time?
1) Should the software fall under IT?
Yes, with consultation from Marketing and Operations.
2) Should the merchandising division control the MagicBand?
For design only, the rest should be the purvue of IT.
3) Since the project would completely alter park transactions—admission, payments, crowd flow
The first two they didn't, and the latter is still a Pie in the Sky promise.
4) shouldn’t operations take charge?
Operations probably didn't want it in the first place, and saw it as overcomplicating the process. And, yes, their concerns should have been taken into greater consideration. This isn't Walt or even Eisner building a new park no one was would sure would attract visitors, this was capitalizing on a captive audience. It wasn't "blue ocean", as some would put it, it was "red ocean"...it's just that Disney, and specifically WDW, is large enough that they have their own ocean.
5) The infighting grew intense. "Look, let’s put it crudely: People were protecting their jobs!" says one VP–level NGE source.
And that man, I think, is an idiot. There may have been some of that, but most of it, not so much. It goes back to the "protecting the castle" misconstruct I mentioned in a previous post. It's easy, in corporate culture, to assume that is what is going on, but to use it as an excuse to ignore genuine concerns and shut down honest inter-departmental debate to shove a technology that you don't even plan (according to Iger's statement alluded in the previous article) to take system wide is just sheer arrogance and lunacy.
6) For example, if ticketing were to get digitized, many jobs held by traditional ticketing folks might become irrelevant.
Ticketing has been "digitized" for over a decade.
7) Staggs encouraged a policy that’s internally referred to as "constructive discomfort," which was meant to guard against cultural complacency by fostering collaboration. "People would say, ‘Okay, this looks a little bit scary because it’s different, but it’s been this way for years, and it’s worked really, really well,’ " he tells me. "That’s a recipe for stagnation."
As long as it's not the "this is the direction we are going" Rasulo appeared to take, then I think Staggs handled it well. There ARE benefits to the new system for Disney departments, as well as new opporunities...but there is also overselling benefits...and underselling them to those who will have to deal with Mrs. Snitty Shell from New Jersey who is upset that her kid didn't get a kiss on the cheek from Belle during her visit to Akershus.
8) "Imagineering is an incredible organization but it has become as institutional as the rest," says a former high-level Disney leader. "They dream of building these big icons of their creative expression, but when a capital budget shows we’re going to invest in changing the established guest experience rather than spend on a big fixed asset, that doesn’t get met with love."
Right...that's cause they know what butters your bread. NEW ATTRACTIONS AND EXPERIENCES.
9) "Then, late in the game, these folks came in going, ‘We knew this was going to be a problem.’ We were like, ‘Really? Where have you been for the last three and a half years?!?’ "
Being ignored, I suspect.
10) As IT gained a significant foothold into MyMagic+, some credit the group with ultimately improving the technical underpinnings of MyMagic+; others claim it took advantage of the situation to secure greater leverage and resources.
Ok, I want to be very clear about this. IF YOU ARE PLANNING SOMETHING WHICH INVOLVES TECHNOLOGY, BUT YOU CONSIDER THE iPHONE REVOLUTIONARY, YOU PROBABLY SHOULD INCLUDE AT LEAST A FEW PEOPLE FROM YOUR IT DEPARTMENT IN IT FAR BEFORE YOU GET THIS CLOSE TO IMPLEMENTATION!
I mean, jeez, I know you "business sorts" love to see yourselves as visionary and all that mess, but not every IT person is a fat nerd living in their mother's basement.
Sorry for the caps, but...this really ticks me off because I've seen it in multiple organizations.
11) At one point, IT pushed the division to build its own Windows-based tablets, eventually named the 2400 and the 9000, for cast members. One source calls the devices "god-awful bricks. We didn’t need their $3,000, piece-of-, custom-mademobile devices." Parks eventually opted for iPod Touches and iPads.
And, my point is proven. Instead of working together to find WHAT you needed, you look upon them as antiquated and idiotic, when they have a heck of a lot more an idea what it goes into making that iPod and iPad work than you probably do, and there may have been reasons why they went with their solution that you overlooked because you wanted something consumer and sexy. Neither position is "wrong", but neither is completely "right".
12) As this dynamic played out, the company turned to outside software consultancies, all feasting on Disney's resources for the project, which one partner describes as a "cash cow." (According to a knowledgeable source, Accenture billed over $100 million for its role in developing MyMagic+.) Says a leader of one of these project consultancies, "We were basically chartered as a shadow organization [to the IT group], like a backup plan in case hits the fan."
I hate to emulate a point that is made by a rather fond member of the forum, but if you as CEO felt your IT leadership was this disjointed and out of touch with technology, maybe a change in that leadership and a shake up there was in order. <sigh>....I'm gonna let up on this point before I belabour it.
Need another snack. Chips and salsa this time?
Hey there, I don't know what your issue with me is, because I've been patient and kind throughout this process, and happy to answer as many questions as I can. But just seems like you keep spreading misinformation, like saying I only created 2 posts (I mean, I just joined the forum, so you can clearly see the # of messages I've made today is substantially higher than 2). You also say my article does not include "one example of the myriad of problems that a guest can experience with NGE that did not exist prior."
Which is weird, because our story reads, "A slew of problems reared up after launch: The My Disney Experience app was buggy, digital access points would turn blue when they were supposed to turn green, hotel reservations were a mess, and guests griped that the new FastPass+ system was unintuitive and difficult to program."
And now you ask, "Are you saying that the article did indeed cover topics such as disgruntled CM's or guests who had real issues with the system?" Which seems to imply that this wasn't included, even though we have the following line in the story: "Honestly, it’s not so magical," one cast member tells me about MyMagic+, echoing a common sentiment I hear from park employees during my visit. "It’s just for your hotel room [door] and paying for things."
Anyway, my point is, I don't mind enthusiasm. I don't mind this brand of message-board zeal. Disagree with me, totally cool! But at least try to get your facts straight. And if you feel something is missing in the story, then just ask rather than preemptively criticizing!
If you wanted to ask what I learned from cast members, I'd happily tell you. If you wanted to ask what, specifically, went wrong post-MM+ launch, I would tell you! But instead of talking about "complex reservations" and the huge issues the company faced in 2013/2014 with the program, we're talking about how many times I did or didn't post; whether I'm a journalist worthy of your high ethical standards; whether I've disclosed my finances/conflicts with Disney; etc.
Nubs70
Well-Known Member
At what point of the stage gate process were frontline CM'S first brought into the process?
englanddg
One Little Spark...
Next chapter:
1) "They sure as hell had no ethernet networking, and didn’t even have a lot of power lines," says one source involved with the construction. "It was a huge effort to wire a communications infrastructure that was basically the same size as San Francisco."
Yeah, that's what you get when you are playing "catch up" on a trend that is two decades old. Maybe IT was inept, maybe Ops didn't want it coming out of their budget, maybe Sr. Execs weren't supportive, but, that is really the case. And, for the record, having experienced "wifi" at Disney vs "ethernet"...well, I'd still rather have ethernet in the hotels. Part of the reason I can take extended vacations to Disney is that I can continue to work, and Internet Access AT THE HOTEL is key to that work.
Cellular coverage is still meh, as of my last trip (which granted was a year and a half ago) and that is far more important to me than the "Disney-Guest" wifi...
2) "how cast members could use data to know when to wish a guest happy birthday"
Yeah, looking at a pin is hard. Here's a iTouch, now you can look up the guest on this heat map, and then briefly look up from your iTouch (or Google Glass? Is that next?) and say Happy Birthday. I'm sure that will mean just as much.
3) Little Mermaid–themed ride would feature an animatronic seagull who could interact with guests wearing the MagicBand.
Right...well, lets try to keep the Giant Potato working in the TSMM line first, eh?
4) "We want to take experiences that are more passive and make them as interactive as possible—moving from, ‘Cool, look at that talking bird,’ to ‘Wow, amazing, that bird is talking directly to me,’ " Imagineering chief creative executive Bruce Vaughn told the Times.
Wow...how...1960s Disneyland is that. It takes a mike and an actor. Otherwise, the stuff comes off canned. And, people who consume canned interactions through video games (like...kids) quickly learn that it is canned. "special interactions" which are even seen by the developers as environment, but are overused, even become memes. Take the famous "I took an arrow to the knee" phrase from Skyrim, meant merely to provide some personality and environment to the guard characters.
So, if you want truly unique interactions, even if it's behind an animatronic, there's still a person sitting behind the mic.
5) Meanwhile, the cost to redesign and integrate DisneyWorld.com with MyMagic+ soared to around $80 million.
Because you had people who don't understand IT and Systems trying to design IT and Systems, imho. They probably had teams upon teams just to deal with systems integrations, with teams upon teams of well certificated and educated "professionals" who had meetings upon meetings to discuss what, in essence, is really quite a simple set of transactions (compared to what they could be managing).
No, money was wasted on outsourcing, money was wasted on insourcing, and money was just generally tossed all around, when really this impact should have taken a front and center NOT during implementation, but during design.
6) Be Our Guest restaurant, inspired by the fairy-tale dining experience in Beauty and the Beast, launched to glowing reviews.
Because of the food and the venue. VERY few reviewers were talking about the FP+ capability or the preordering. Yes, it was a plus, but it was a plus because WDW is a park that needed new venues and experiences. NOT because you could "order online" and "reserve your meal".
No one says about a Disney Restaurant "well, the best thing about it was that I could make my reservation online"
7) Guests who preordered food online, or at a restaurant kiosk, could sit down and have their meal arrive automatically, thanks to sensors telling the waitstaff to deliver what food to what table.
I ran restaurants for 11 years, even worked in the corporate training dept for a fortune 500 chain, and all I can say is...this is making simple stuff complicated. I'll be shocked if the system sticks around. This is NOT the future. This is making the Guest feel like they are not worth your attention, while they pay top dollar for their meals.
Orlando is a fantastic test market. Did you know that McDonald's tested out their kiosk ordering systems there...nearly 15 years ago? I forget the location, but I could probably pinpoint it if I tried, cause I visited it, and was blown away. Wawa (a chain of Gas Stations/Dairy's in the NE) has been using kiosk pre-order systems for an equally long time. QT is now using them for QT kitchens. Tell me again how any of this is "new"? And, without getting into too much detail, there is a reason why they fad in and out of popularity.
8) As a former employee involved in Be Our Guest says, "It really didn’t go over well with the traditional IT org. It was like, ‘Wait, you’re going to actually have a successful launch of a project on time, on budget, as you promised? Even though our [technical] components, which were supposed to support the system, aren’t ready?’ "
Well, I hardly think an employee of the restaurant, nomatter the level, had any idea the scope and scale of what was being asked of IT. And, I increasingly get the feel they were blindsided and underfunded for it. And that, by people who think that the "genius bar" at the Apple Store is really staffed by "Geniuses" really understood their concerns, nor cared.
What most people forget about Walt is that he didn't just dictate from on high. He hired the best he could find, he pushed them to innovate, but he LISTENED. He said, hey, cinematographers, how can we make our project better, here's what I'd like to see, and let them run with it. He didn't say, Hey guys, I was talking to the boys over at my best friend I went to college with's firm and they said you should be doing it this way...oh, and why does my TV at home get a fuzzy picture? It really bothers me...if one of you could come over and figure that out I'd love it. Ok, I'm off to ski in the alps now!
Unlike many people think, IT is NOT LEFT BRAINED. It's a blend. It's an engineering art. And anyone who has done it, or any technology, really, or anything STEM, understands that. But, of course these people are not STEM majors, they are idiots.
Ugh, private gripe I'm gonna back off from again.
9) The carping weighed heavily on Nick Franklin. From the beginning of his tenure, he made efforts to generate goodwill and friendship among the various players, holding frequent team dinners so people who sources indicate didn't like each other could at least break bread and try to bridge their differences. During one feast on St. Patrick's Day, the team ate "deconstructed fisherman's pie" and "haute cuisine-style bangers and mash" paired with various Irish beers and whiskeys. "I made my team members know each other, and I mean, know who their kids are, where they grew up, and what they're passionate about," Franklin recalls. "Everybody on that team knew that John Padgett built his house himself, and that [technology SVP] Randy Brooks was a motorcycle guy who rode with his kids. That's what bridges the gap. At the end of the day, is going to get hard, and when you’re in the trenches, that’s the stuff that brings you back together."
While I appreciate, in a sense, the concept...No...just no. Howabout LISTENING TO THEIR CONCERNS AND TAKING THEM TO HEART?
10) "[Executives kept asking], ‘When is this going to be done?’ ‘Oh, in two months!’ ‘No, three months!’ It became this slog with one group going, ‘We’re ready and you’re not!’ And the other group going, ‘No, we’re ready, and you’re not!’ "
Pretty common in IT, and a dead giveaway that you have poor leadership (jeezus, I know exactly who I am sounding like now)...
Another snack....
1) "They sure as hell had no ethernet networking, and didn’t even have a lot of power lines," says one source involved with the construction. "It was a huge effort to wire a communications infrastructure that was basically the same size as San Francisco."
Yeah, that's what you get when you are playing "catch up" on a trend that is two decades old. Maybe IT was inept, maybe Ops didn't want it coming out of their budget, maybe Sr. Execs weren't supportive, but, that is really the case. And, for the record, having experienced "wifi" at Disney vs "ethernet"...well, I'd still rather have ethernet in the hotels. Part of the reason I can take extended vacations to Disney is that I can continue to work, and Internet Access AT THE HOTEL is key to that work.
Cellular coverage is still meh, as of my last trip (which granted was a year and a half ago) and that is far more important to me than the "Disney-Guest" wifi...
2) "how cast members could use data to know when to wish a guest happy birthday"
Yeah, looking at a pin is hard. Here's a iTouch, now you can look up the guest on this heat map, and then briefly look up from your iTouch (or Google Glass? Is that next?) and say Happy Birthday. I'm sure that will mean just as much.
3) Little Mermaid–themed ride would feature an animatronic seagull who could interact with guests wearing the MagicBand.
Right...well, lets try to keep the Giant Potato working in the TSMM line first, eh?
4) "We want to take experiences that are more passive and make them as interactive as possible—moving from, ‘Cool, look at that talking bird,’ to ‘Wow, amazing, that bird is talking directly to me,’ " Imagineering chief creative executive Bruce Vaughn told the Times.
Wow...how...1960s Disneyland is that. It takes a mike and an actor. Otherwise, the stuff comes off canned. And, people who consume canned interactions through video games (like...kids) quickly learn that it is canned. "special interactions" which are even seen by the developers as environment, but are overused, even become memes. Take the famous "I took an arrow to the knee" phrase from Skyrim, meant merely to provide some personality and environment to the guard characters.
So, if you want truly unique interactions, even if it's behind an animatronic, there's still a person sitting behind the mic.
5) Meanwhile, the cost to redesign and integrate DisneyWorld.com with MyMagic+ soared to around $80 million.
Because you had people who don't understand IT and Systems trying to design IT and Systems, imho. They probably had teams upon teams just to deal with systems integrations, with teams upon teams of well certificated and educated "professionals" who had meetings upon meetings to discuss what, in essence, is really quite a simple set of transactions (compared to what they could be managing).
No, money was wasted on outsourcing, money was wasted on insourcing, and money was just generally tossed all around, when really this impact should have taken a front and center NOT during implementation, but during design.
6) Be Our Guest restaurant, inspired by the fairy-tale dining experience in Beauty and the Beast, launched to glowing reviews.
Because of the food and the venue. VERY few reviewers were talking about the FP+ capability or the preordering. Yes, it was a plus, but it was a plus because WDW is a park that needed new venues and experiences. NOT because you could "order online" and "reserve your meal".
No one says about a Disney Restaurant "well, the best thing about it was that I could make my reservation online"
7) Guests who preordered food online, or at a restaurant kiosk, could sit down and have their meal arrive automatically, thanks to sensors telling the waitstaff to deliver what food to what table.
I ran restaurants for 11 years, even worked in the corporate training dept for a fortune 500 chain, and all I can say is...this is making simple stuff complicated. I'll be shocked if the system sticks around. This is NOT the future. This is making the Guest feel like they are not worth your attention, while they pay top dollar for their meals.
Orlando is a fantastic test market. Did you know that McDonald's tested out their kiosk ordering systems there...nearly 15 years ago? I forget the location, but I could probably pinpoint it if I tried, cause I visited it, and was blown away. Wawa (a chain of Gas Stations/Dairy's in the NE) has been using kiosk pre-order systems for an equally long time. QT is now using them for QT kitchens. Tell me again how any of this is "new"? And, without getting into too much detail, there is a reason why they fad in and out of popularity.
8) As a former employee involved in Be Our Guest says, "It really didn’t go over well with the traditional IT org. It was like, ‘Wait, you’re going to actually have a successful launch of a project on time, on budget, as you promised? Even though our [technical] components, which were supposed to support the system, aren’t ready?’ "
Well, I hardly think an employee of the restaurant, nomatter the level, had any idea the scope and scale of what was being asked of IT. And, I increasingly get the feel they were blindsided and underfunded for it. And that, by people who think that the "genius bar" at the Apple Store is really staffed by "Geniuses" really understood their concerns, nor cared.
What most people forget about Walt is that he didn't just dictate from on high. He hired the best he could find, he pushed them to innovate, but he LISTENED. He said, hey, cinematographers, how can we make our project better, here's what I'd like to see, and let them run with it. He didn't say, Hey guys, I was talking to the boys over at my best friend I went to college with's firm and they said you should be doing it this way...oh, and why does my TV at home get a fuzzy picture? It really bothers me...if one of you could come over and figure that out I'd love it. Ok, I'm off to ski in the alps now!
Unlike many people think, IT is NOT LEFT BRAINED. It's a blend. It's an engineering art. And anyone who has done it, or any technology, really, or anything STEM, understands that. But, of course these people are not STEM majors, they are idiots.
Ugh, private gripe I'm gonna back off from again.
9) The carping weighed heavily on Nick Franklin. From the beginning of his tenure, he made efforts to generate goodwill and friendship among the various players, holding frequent team dinners so people who sources indicate didn't like each other could at least break bread and try to bridge their differences. During one feast on St. Patrick's Day, the team ate "deconstructed fisherman's pie" and "haute cuisine-style bangers and mash" paired with various Irish beers and whiskeys. "I made my team members know each other, and I mean, know who their kids are, where they grew up, and what they're passionate about," Franklin recalls. "Everybody on that team knew that John Padgett built his house himself, and that [technology SVP] Randy Brooks was a motorcycle guy who rode with his kids. That's what bridges the gap. At the end of the day, is going to get hard, and when you’re in the trenches, that’s the stuff that brings you back together."
While I appreciate, in a sense, the concept...No...just no. Howabout LISTENING TO THEIR CONCERNS AND TAKING THEM TO HEART?
10) "[Executives kept asking], ‘When is this going to be done?’ ‘Oh, in two months!’ ‘No, three months!’ It became this slog with one group going, ‘We’re ready and you’re not!’ And the other group going, ‘No, we’re ready, and you’re not!’ "
Pretty common in IT, and a dead giveaway that you have poor leadership (jeezus, I know exactly who I am sounding like now)...
Another snack....
BrianLo
Well-Known Member
I appreciated the article for adding more to the narrative. I have no doubt there are many, many problems with the system, but much of our insider narrative here originates from connections with the creatives, who clearly hated the project from the get-go. That doesn't mean the imagineers weren't right all along, but they had an agenda, and that gets happily spread.
We'll never know the true budget, but I have no doubt some of the hyperbole about it rests with ed off imagineers who didn't have their own projects approved. I would have rather the money be spent elsewhere too, but that's now in our past.
I find it funny that people are so up in arms that it didn't take a firm stance one way or another. It clearly wasn't a pure puff piece, it didn't declare the system an outright failure, but it did create purposeful conversation and let us make our own conclusions/more informed opinions.
Cheers, thanks @AustinC
We'll never know the true budget, but I have no doubt some of the hyperbole about it rests with ed off imagineers who didn't have their own projects approved. I would have rather the money be spent elsewhere too, but that's now in our past.
I find it funny that people are so up in arms that it didn't take a firm stance one way or another. It clearly wasn't a pure puff piece, it didn't declare the system an outright failure, but it did create purposeful conversation and let us make our own conclusions/more informed opinions.
Cheers, thanks @AustinC