Tha Realest
Well-Known Member
Bad things happen at WDW when Josh is over WDW and then Parks as a whole: That’s Chapek’s fault.
Bad things continue to happen at WDW: That’s on Vahle.
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News The Walt Disney Company Board of Directors Extends Robert A. Iger’s Contract as CEO Through 2026
- Thread starter DCBaker
- Start date
Bad things continue to happen at WDW: That’s on Vahle.
BrianLo
Well-Known Member
No, I’m not trying to not blame anyone but him on either side. More just that the big level decisions that he’d actually make are played out on a 5-7 year timeframe.
The major project lull are related to Chapek’s outgoing time in the role. Almost everything we are still dealing with are things approved or cancelled by Chapek formerly in the role. So if this D23 meaningfully is not delivering, I’m happily placing that at the feet of Josh.
And this is more than just WDW. My eyes are on the portfolio and cruising and the final judgement I think is about to be written.
TheDisneyParksfanC8
Well-Known Member
Maybe they are plans to demo the Hyperion down the line for Whatever replaces Hollywoodland or an Avengers Campus 4th attraction.
Sir_Cliff
Well-Known Member
This is not to absolve anyone from blame, but I will say that fans need to stop being so schizophrenic in complaining about short-term savings to bolster the quarterly numbers and then hanging on the short-term rising and falling of the share price and quarterly results to judge the performance of the CEO and other executives.
I agree with others than good management can mitigate this issue, but I think there is a structural issue in how the stock market and corporate America more generally works that encourages these kinds of knee jerk cuts in response to softer numbers. The best thing that could happen to the parks would be if they could be spun off into a private company that didn't have to worry about quarterly earnings reports and stock prices. Failing that, I'd be far more comfortable if there was a consistent line that Disney needs to hold strong and ignore rises and falls in the share price rather than jumping up and down with glee when institutional investors who really aren't our friends lose enthusiasm for the direction of the company.
TrainsOfDisney
Well-Known Member
Those plans would have nothing to do with the Hyperion sitting empty right now. It would also be a very strange choice to make, but nobody knows.
Don't let the water fowl sneeze on you.
Potrock of DL, Vahle of WDW, Chapek, Josh all have something in common . They are long-time execs moving up the food chain, promotion from within.
TrainsOfDisney
Well-Known Member
It goes a little beyond the subject of Iger and Disney specifically- but I do think the American people in general, especially the younger generations, are increasingly disgusted by large corporations and high paid CEO’s.
I think the smartest thing to do, for all corporations, is to adapt and prepare for a major change.
If I was on the Disney board, I’d be recommending they look at alternative leading strategies and bring in a more diverse leadership group who doesn’t work under an ego-driven manager. That’s a key word, Iger is not a leader, he is a manager. There is a big difference.
I think the smartest thing to do, for all corporations, is to adapt and prepare for a major change.
If I was on the Disney board, I’d be recommending they look at alternative leading strategies and bring in a more diverse leadership group who doesn’t work under an ego-driven manager. That’s a key word, Iger is not a leader, he is a manager. There is a big difference.
lazyboy97o
Well-Known Member
The problem though is that this would mostly likely be done by saddling the new spun off parks company with an enormous amount of debt. The entire parks decision would then be like Euro Disney SCA during much of its history.
JD80
Well-Known Member
That will be anyone in that position. It's like saying a doctor moved up the food chain through med school.
IanDLBZF
Well-Known Member
And Chapek actually served at WDW Home Media well before starting at Parks and Resorts.
From what I read, Iger the first let his top Division heads manage their divisions. So when Pandora, Toy Story Land, Star Wars Land all had plans that included more rides/attractions than what was built, it was Chapek that used his red pen to cut so he could come in at a lower budget. When Chapek took over as CEO, instead of Iger's management style, was a micro manager. Josh did not have the same autonomy that Chapek had. The problem is we are coming up on 2 years since Chapek was launched. Where has Josh stepped up and showed the back bone to go to Iger and insist on park improvements. Even some relatively minor ones like bringing back the street performers at Hollywood Studios. Along with a new CEO, a new Parks President is needed who will actually fight for Parks improvements---I am not holding my breath.
When Disney talks about promotion from within they practice what they preach.
Not quite so. Medical school graduate, passing boards is a requirement to be a doctor last time I checked. Moving up the food chain through promotions is different.
lazyboy97o
Well-Known Member
Budgets weren’t lowered. Program was cut to stay in budget as other aspects went over budget.
Sirwalterraleigh
Premium Member
If the parks began to suck…it’s ultimately on one guy. Everything in the Egodom is top down
Park “heads” are told what to do. No power of the purse
That's not how Iger puts it. He made it clear the reason why there's so much investment in the parks, is because the parks bring back the highest rate of investment at this time compared to movies or tv.
But it’s also where are they investing. They’re investing in hotel capacity and not park capacity. So if it feels crowded now imagine how it’s going to feel when the additional DVC resorts are built.
lazyboy97o
Well-Known Member
If the relationship was that direct they’d be building a lot more hotels.
BrianLo
Well-Known Member
They really aren’t investing in hotels. The DVC additions are a tiny drop in the bucket and really need to be considered their own self-funded separate venture. Two of them recently have been about reallocating prior cash rooms.
Universal is and has been majorly investing in actual hotel capacity, by comparison this past decade.