Walt was the creative executive, so visionary that he had to insist to his own design team at WED on doing things a certain way or adding expense and detail in places they even didn't fully understand. Roy was the money man. But walt ultimately led Imagineering, had veto power / last word on everything, and Imagineering was the newest, edgiest, most secretive, most multi-disciplinary division of the company. Disneyland and Epcot were his babies later in life.
Eisner came along as the creative exec while frank wells was the CTO. Again, you had a split. Eisner really did inject a ton of capital and creativity and made edgy again the Disney Parks, but he also wasn't scared to let the Imagineers do their jobs. He respected the legacy. He made walt disney world what it is and pushed for greatness at Disneyland Paris. When Frank Wells died though and he had to juggle the hat of also being the man who worried about the pocketbook, and Disneyland Paris' financial troubles gave him some cold feet, he changed. He took for granted what he'd help grow, the legacy he had previously appreciated. Rather than spending no money at all he'd spend a little bit of money to create half day parks and mediocrity. He was so powerful he created a culture of fear around himself, nobody could get through to him. He introduced the use of more pop culture, with Captain EO, Star Tours, Indy, and those were successful projects obviously. But he definitely planted the IP seed alongside the neutering of WDI. What we have now is a corporate that can live up to its legacy of creating great IP projects with its roots in Eisner's 80s, but not the one that Walt created. With Parks and Resorts, he really under-appreciated the body of knowledge that operations possessed, and started swapping out leadership with consumer products people, completely taking for granted the learning curve. This is how we got Pressler... why we now have Chapek.
Now, the architecture and organizational psychology tell another story altogether; Imagineering is not in a remote warehouse free to do whatever they want, staffed by the best and brightest from around the world who would rather work no place else, for a company that admires them and a CEO that defends them and trusts their decision-making. They no longer have the veto power over operations and the financiers that they had when Walt ran Disneyland. Now, the Imagineering office is aged, sad, dwarfed by the sexy new Consumer Products campus next door. That speaks volumes. They are literally looking down upon Imagineering. People at CP and now P+R really do think they are geniuses, and that imagineering exists just to push whatever junk animated IP they need to sell more merchandise of. Parks and resorts despite its massiveness has become their self-conscious little punching bag, and imagineering needs a leader in the chairman/ceo role of the walt disney company to shake up this class distinction that they helped create. You see it everywhere; I remember when Iger was on CNBC or some other financial news network last year, the hosts were shocked at the size of Parks and Resorts, that it was responsible for x percentage of the company's revenue. Completely shocked. Yet the host could NOT muster a single interesting question about this industry/division of the company and could not stop talking about ESPN. People do not respect theme parks, and mediocre theme parks are the reason why. Until Disney blows people away again, that won't change. By the way, people on the west coast are really excited about Pandora. Disney's fan base seems lukewarm about it, but I think its catching the eye of southern Californians, who are a more left of center urban folk than the rest of the country so the subtext of the film resonates with them, appreciative of the outdoors/road trips/nature/national parks, and they are more technologists, so these could have something to do with being impressed by the floating mountains etc. But the less they do the unexpected, the more predictable they come by shoving children's movie IPs into EPCOT etc, the less people will pay attention. Its [almost] too late to turn back and restore that former glory. So much competition in a vastly different world. But then I look at Universal and how they've basically doubled their audience in a decade, and I know it can be done.
I think back to last year when some CP VP came over to the Disneyland resort and she was going to head up the renovations of Downtown Disney. Mall managers all over the globe are complete dorks. They are property managers that deal with operations, leasing, events, shipping/receiving, maintenance, permits for store construction, etc. all of the banality that exists behind the scenes. They aren't designing store interiors or clothes or designing malls themselves. Why on earth did Disney undermine its most creative division, handing over the keys then to people from one of the least creative industries imaginable? Disneyland today (or at the very least, when DCA opened until DCA 2.0) is what happens when you let a mall manager design a theme park. Would you ever let a mall manager direct a film? No? Then wake up. These people are not creative, and they've infiltrated the resorts, becoming the demanding client with veto power over better, more creative, ideas. They shouldn't be deciding what projects go into bluesky or development. They should be completely oblivious to what is brewing at and receptive to the advice of Imagineering. I think its hilarious that there are so many non-creatives working in P+R corporate... You can literally survive on half the advertising budget if you make a good product that sells itself. Instead, they allocate money away from the PRODUCT toward people in charge of selling said product in the hopes that we will blindly book vacations.
Animal kingdom has become the strongest of the Orlando Parks. Pretty soon, the name of the parks won't even matter anymore, because they'll all be pushing the same experiences. How is a tourist supposed to remember that Buzz lightyear is at magic kingdom in Tomorrowland but Toy story mania is at the studios park? Etc etc etc, when every park is soulless and becomes a hodgepodge of fading movie lands/rides. Why would somebody justify an extended stay at the parks to fit into their schedule a park they've yet to visit? When a park is completely experientially different, they may see the value; but when they've just spent 3 days hopping from pixar-movie-from-the-nineties-land to pixar-movie-from-the-nineties-land and they're all the same, they'll go someplace else. Walt Disney World... the world's largest K.B. Toys.