The Spirited 11th Hour ...

asianway

Well-Known Member
I'm assuming this structure has been used before? Was it better?
Bill Sullivan was the manager of Fantasyland back in the early Disneyland days. Given he was part of the old guard forced out in the Eisner years and is held in high regard I would say for certain in at least some cases. The current Guest Service operations manager(nice clothes with a pin lanyard and trash grabber people) structure never did make much sense to me
 

hopemax

Well-Known Member
Bill Sullivan was the manager of Fantasyland back in the early Disneyland days. Given he was part of the old guard forced out in the Eisner years and is held in high regard I would say for certain in at least some cases. The current Guest Service operations manager(nice clothes with a pin lanyard and trash grabber people) structure never did make much sense to me

And one of the people I was referencing when I said old guard put in positions they didn't think they were qualified for. I'm pretty sure he has told stories about feeling out of his element as #2 at the Contemporary. He knew Disney but he didn't know hotel ops, but Dick told him he could do it, so he did.

Another person would be Bob Matheison who went from a background in telecommunications, hired to be a sound coordinator for Disneyland, to manager of guest relations, to manage operations for the Worlds Fair exhibits, to head R&D for the Florida project to Director of DL ops all in a 9 year period from 1960-1969.
 

John

Well-Known Member
Typical MBA nonsense talk. I don't care if you are selling widgets or in the hospitality business, you need to know your product and how that product is delivered to the consumer. That's like saying a baseball manager could manage a football team ( I am sorry for the Cleveland Browns....Podesta isn't the answer.....sorry for going off the track a bit...I digress) just because he is a good manager. It can be done I suppose but to what standard?.
 

lazyboy97o

Well-Known Member
You are referring to the industry as just park operations. I am not. Park operations. Park design. WDI. I'm considering that all part of the industry.
Then you are the one expanding the parameters of the discussion. Yes, animators become the first Imagineers but the heart of a good film is story and the heart of a themed experience is also story. The difference is not nearly as radical as the one between consumer products and theme parks. Consumer products is all about sales of quantifiable items and, like the industry at large, continues to flounder at physical interactions with people. That is not true with theme parks where so much of the package does not directly generate any revenue. This is made worse by Disney wanting these outsiders to do what they did, so the past two decades have seen focus shift from retail and dining (Pressler) to real estate development (Rasulo) and then strategic planning (Staggs), but not on being great themed entertainment.
 

asianway

Well-Known Member
And one of the people I was referencing when I said old guard put in positions they didn't think they were qualified for. I'm pretty sure he has told stories about feeling out of his element as #2 at the Contemporary. He knew Disney but he didn't know hotel ops, but **** told him he could do it, so he did.

Another person would be Bob Matheison who went from a background in telecommunications, hired to be a sound coordinator for Disneyland, to manager of guest relations, to manage operations for the Worlds Fair exhibits, to head R&D for the Florida project to Director of DL ops all in a 9 year period from 1960-1969.
The only difference is back then they were breaking a lot of new ground. Today not so much
 

hopemax

Well-Known Member
The only difference is back then they were breaking a lot of new ground. Today not so much

True. And that was part of my original point, and I'm certainly not saying that current Disney has ANY interest in breaking new ground. But I'm sort of the opinion that if you really want to do anything revolutionary, you probably HAVE to look beyond "experience." That leads people down paths that have been walked a thousand times before. But it takes a certain type of person with vision, eager and quick to learn to new concepts and commitment. It's real easy to mess it up, which has been done at Disney to death.

For example, I'm thinking today DCP was wishing they had someone who was "stupid" enough to suggest that they should make Rey merchandise, instead of all that experience telling them you can't sell girls to boys. Experience isn't the end all and be all. You miss when the ground is changing below your feet.

But if you ever want to see some real change, you probably have to be prepared for it to come from places that seem unlikely. And the places that seem "proper" would probably be people who have learned some very bad habits, no?
 

phillip sugarman

Well-Known Member
I have a question @WDW1974, since Michael Colglazier is staying at Disneyland a little bit longer until a new position opens up for him does that mean that George Kalogridis is staying at WDW longer than his 3 year term?
 

Disneyhead'71

Well-Known Member
Sorry, but this is an industry where intimate knowledge of the product is essential, if not personal enjoyment of said product. Hells bells... even Mikey loved the parks. So much so, he put himself at the top of the Imagineering food chain. And when an attraction failed to deliver, he knew it. And let everyone responsible know it, too. (Case in point: the first Journey Into Imagination redo.)

Seriously. This is like someone who hates sweets running a world class pastry shop. Or a vegetarian taking over an award-winning BBQ smokehouse. Why put someone in charge -- no matter how skilled they are at running different kinds of businesses -- who doesn't know as much about the product as the casual customer? How will this exec ever make knowledgeable decisions regarding the customers' most important desires and what will keep them coming back, again and again and again?

Not happy about another newbie running the show. Again. :mad:
The news director of our Spanish language channel doesn't speak Spanish.
 

Disneyhead'71

Well-Known Member
¡Dios mío!
Right! 2 water enhancers.

MiO-Water-Enhancer.png
 

DisneyDaver

Well-Known Member
Unlike WDW, where you can take an average hotel, give it the label 'Deluxe', and people will pay hundreds of dollars a night just because they gave it a fancy category name, regardless of how it stacks up to the competition.

I've always paid the premium for the Contemporary, Poly, and Grand Floridian because of location/convenience ... that is worth a lot to me when I have limited time for a WDW vacation. It has nothing to do with the "fancy category name". I suspect many others feel the same way.
 

Cesar R M

Well-Known Member
This is the company that put Jay "I hate theme parks" Rasulo in charge of P&R. The man responsible for losing the Harry Potter rights to UNI, put Bruce Vaughn in charge of WDI, and greenlit NGE/MM+.
lets judge person per person. You cant paint all people with the same brush.
If Rasulo was a 'tard on P&R, doesn't mean everyone who jumps remotely similar to a different job is like him.
 

Cesar R M

Well-Known Member
And one of the people I was referencing when I said old guard put in positions they didn't think they were qualified for. I'm pretty sure he has told stories about feeling out of his element as #2 at the Contemporary. He knew Disney but he didn't know hotel ops, but **** told him he could do it, so he did.

Another person would be Bob Matheison who went from a background in telecommunications, hired to be a sound coordinator for Disneyland, to manager of guest relations, to manage operations for the Worlds Fair exhibits, to head R&D for the Florida project to Director of DL ops all in a 9 year period from 1960-1969.
I still wonder why do these drastic changes.. is it friendship or relationship related?
I mean... how could they make these drastic changes that seem to make no sense.. yet they kick out(of the company) diamonds that only need minimal polishing (like Lesseter).
 

BlueSkyDriveBy

Well-Known Member
The news director of our Spanish language channel doesn't speak Spanish.
If his professional experience is being a news director, it doesn't matter that he doesn't know the delivery system. Being able to manage a news bureau is the important part. News is news no matter the language.

Someone who knows how to manage water parks like Schlitterbahn would have considerable relevant experience towards managing coaster parks like Cedar Point. But someone who only has experience in managing retail clothing stores would have little relevant experience in managing theme parks like Disneyland.
 

hopemax

Well-Known Member
But someone who only has experience in managing retail clothing stores would have little relevant experience in managing theme parks like Disneyland.

For the sake of argument I'd place the failings of Pressler and Harriss on the fact that they were bad leaders and managers not that they came from retail. As their return to the retail world bore out. But take someone from Costco, not retail clothing but still retail, and I would argue that the similarities in promoting an employee and guest service friendly environment, commitment to value in the quality of their products they choose, ranging from $5 to thousands of dollars, a customer profile similar to what Disney now claims they want, and a culture where management is expected to know the products they sell (i.e. Walk the stores, not manage from a distance) would allow the person to succeed. Especially when given a strong Ops guy as a #2.
 

Longhairbear

Well-Known Member
Sorry, but there is no good answer to cutting walkways. That's cheap and petty and small. And someone please tell the idiots in the Disney Twitverse, who have nothing better than to DEFEND this, to just let that go. This isn't about being fat and lazy (which most of the fan are anyway, even if they walk RunDisney events so they can obtain the medals) if you need a moving walkway. This is common sense building a facility of this nature at a supposedly world-class destination in 2016. It would be akin to opening a restaurant, but not having AC or working restrooms.
It's too bad the moving walkways won't be built. I would have looked forward to seeing how many guests would ride it, rather than walk it to get from one end to the other. Can you image all the strollers on it blocking someone from trying to actually walk the moving pad? Much like how no one ever walks up the speed ramp at the exit of Haunted Mansion.
 

TP2000

Well-Known Member
I used to work at DL back in the seventies, and held an AP for almost two decades. Turnstiles to the hub and back is a cake walk compared to where this garage is being located.

Yup. I measured it on Google Earth and the walk from Pumbaa via Carousel Inn skybridge to the Esplanade is slightly longer than the current walk from the Mickey & Friends tram loading area to the same spot in the Esplanade.

If stupid Paul Pressler and Cynthia Harriss in their late 1990's sinister phase could spend the money on a massive new tram system for Disneyland's new parking structure, then Michael Colglazier and Bob Chapek sure as all heck can spend the money on cheaper moving sidewalks in 2016 when the company is raking in the dough.

If the moving sidewalks really do get cut from the parking structure, that's a very bad sign for the future under Bob Chapek. Mark my words.
 
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Progress.City

Well-Known Member
Yup. The 11th hour can refer to many things. In this case, it refers to Bob Weis and his new title and how one can go from potential goat (on the barbie) to potential savior in short order ... at the 11th hour.

First, some facts. Bob 'Chappie' Chapek, recently installed as Disney's global head of Parks and Resorts because apparently he is very adept at selling Thor toys, Star Wars tees and plush Olafs and that is as good a reason as any, came in and wanted to -- as all execs today do -- make his mark on his division quickly and show that he meant business.

In multiple meetings and conversations, Chappie (sorry, to that special O-Town fanboi who keeps telling me that since Bob's name is pronounced CHAY-PEK that I can't call him Chappie, you have no idea how BRANDING works, my young friend!) made it known that he wasn't happy with the way WDI conducted business (is anyone?) and his mantra would be ''We will build quicker and cheaper'' and then he brought in a few fresh faces, like new DCA/DD VP Christie Fleischer who has never worked in theme parks or hospitality in her life because again that is how these companies operate.

In the meantime, Pandora was shooting over its budget in the swamps, the HK SAR leadership was telling Disney that 'No, we don't want another Buzz Lightyear attraction in our park' and a mess in Shanghai was causing delays in projects around the globe as Disney feverishly sent in reinforcements (I truly wish I could show you some of the photos I have received just in the last month if you think that SDL is ready to roll, despite announcing an opening date).

That brings us to last week's reorganization on Flower Street in which, for the first time this century, a true creative in Bob Weis will run the MAGIC Factory, with former co-head Craig Russell acting as his budget guy to carry out Chappie's mandate. Loveable Brucie Vaughn already has left the building and very likely will wind up with another major company as soon as he is legally allowed to per the terms of his employment agreement with TWDC.

There are two ways of looking at the hows and the whys of how Bob Weis came to be where he is sitting now. A far higher perch than could have been imagined for the same guy (lead designer of The Disney-MGM Studios among many project) who was sent off as fall guy in the mid-90s after he told reporters about Disney's America park (that he also was top designer on) would, among other historical things, let you experience what slaves did leading up to the Civil War. It is a position no one, likely including Bob himself, would have predicted when he returned to the company in 2007 to recreate/reboot DCA (which really has always been a mix of the Studios park and concepts from the America concept).

One, is the simpleton answer. The Ozzie and Sharon Amazing Back Hair Razor would say Bob Weis has been elevated to this position for being a good soldier and not only fixing DCA, but, much more importantly, getting Shanghai Disneyland built and ready (sorry, I am still ROTFLMFAO as the kewl kidz used to say back in 2002!) to debut. He is simply being rewarded for a job well done.

What the most obvious 'answer' fails to take into consideration is that Disney isn't exactly warmhearted when it comes to creatives who toil at 1401. Disney doesn't reward them. This isn't George Kalogridis getting a chance to end his career as head of WDW because he has always known when to live up to Disney's old standards and when to shred them to make the bottom hum.

Another possibility goes something like this: Weis having lived the Shanghai mess since construction began in 2011 had a feeling that he was about to get scapegoated yet again, something that always seems to happen with creatives. Bob also knew where each and every body was buried on this project. Maybe someone talked to him about writing a book? Maybe a few reporters contacted him about the 'challenges' of building in the mainland (hey, did y'all hear about those Hong Kong booksellers who disappeared months ago and now are in China and confessing to all sorts of crimes that they did not commit? ... that's part of the reality of dealing with life under Commie rule...)?

Anyway, maybe Bob just had a nice sit-down with The Weatherman (Bob Iger for those of you who have forgotten the players in my extended absence) or Tom Staggs (the ''oddly waifish man of anemic personality'') and explained how much he'd like a chance to run WDI given all he had done and since he was more than happy to work within Chappie's edict, they decided ''Just why the hell not!?!''

Now, I certainly have a bit more than what I am putting out at this time. But what makes sense to you? I don't have all the facts. But I do have quite a few and I have some very knowledgable opinions that have been given to me. I have a very good idea of what went down.

Anyway, not looking to start another 1500 page thread. But I didn't want to have to wade through pages of posts about network TV dying (it's not and @flynnibus you are wasting your breath and I do owe you a note back ... it's coming), how super-awesome-amazing TFA's box office is or which Lifestyler was arrested this week chatter. So, at the 11th hour you get a new Spirited thread to play on.

BTW, I don't want to sound down on these moves at all. Vaughn getting thrown out and replaced by Weis is a fundamentally solid move that could be a great one IF they allow him to do the job they placed him in. I also have no issue's at all with Chappie wanting a 'faster and cheaper' WDI. I can't see how any fan would have issues with that at all. These are good moves.

But again, that is dependent on leaving Weis alone (Mangum getting more responsibility is also a good thing). It also means that Chappie needs to think about all those consumers who he sold all that crap to when he ran CP. Miceage ran an update today talking about how he and DLR Prez Michael Colglazier had nixed moving walkways and a sky bridge as part of DLR's new parking structure. That kind of minor league BS needs to be stopped. At the same point, they are quite accurate that SW is being pushed for a late 2018 debut. You may have also noted the comment about future Fantasyland plans as I have told you Toontown got a reprieve, but that is all it is.

Those are my thoughts. Yours?
Does this mean we will be seeing monorail expansion and/or a fifth gate any time soon?

Don't answer that. I just got back from a six and a half month trip to Israel (with a short excursion at Moscow on the way back home) just a few days ago.

Thanks for the update!
 

WDW1974

Well-Known Member
Original Poster
This post is gut-wrenching. I was in Paris in November and headed for a couple nights at Newport Bay when I came out of the Metro on a Friday night in Place de Republique (after an AMAZING dinner) to the sights and sounds of police arriving to the scene of a terrorist attack. Instead of heading to DLP on Sunday, we headed home to DC on Saturday.

Desperately trying to get back, but when you have small kids, trans-atlantic vacations aren't the easiest to make happen.

I am sorry to hear that. I can only imagine what that must have been like. Paris, and DLP, were on edge (more DLP by far!) when we were there, but not in any way that you couldn't enjoy it. We had a scare in Germany on NYE with crazy threats against the main train station in Munich, but I was sick on the couch eating pizza and drinking champagne.
 

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