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Eisner's Farewall letter

Razorguns

Well-known member
My feelings on him are mixed... Others?

--

Dear All,

I'm sitting in my office thinking about how much I have enjoyed working with the people who make up this company. I am about to pack up 21 years of pictures, books and letters and other Disney memorabilia from around the world that hopefully my great grandchildren will not sell on eBay. In the meantime, I will use these objects to trigger fantastic memories of my two decades sitting under the roof supported by the Seven Dwarfs in the Team Disney Building.

I've learned so much over all these years from my partnership with you, from how to build theme parks to how the evening news is put together, from building an animated movie to building a legitimate theater on 42nd Street, from the revitalization of the 100 Acre Wood to the build-out of the thousands of acres of swamps and beet farms and landfill of Florida, Paris and Hong Kong, and even learning what a World Series ring looks like. I even finally learned the precise relationship of Huey, Dewey and Louie to Donald Duck. But I never really learned how to master reading a TV teleprompter. There is still time.

In 1984, there was plenty of room in my brain to acquire this much-needed knowledge. At my first speech on the first day on the Burbank lot, at the old gazebo, I met my first cast member, Angela Philo, and asked what department she was in. Her response, "BVD." "Wow,” I responded, “I didn't know Disney owned an underwear company."

And it was in search of knowledge during those first few weeks that I met almost everybody who worked for the company, 28,000 at the time, and learned that this iconic institution had the most dedicated and talented and enthusiastic group of people I had seen since I left camp as a staff member for the last time in 1964. There are now 129,000 of us, diverse, unique, and of course proud to be creating the magic.

I wish to thank all of you for your good spirits, your fantastic pride and sense of duty working for this wonderful company. From what we do on the big and little screens to how we program our radio and television stations, from what we do on ESPN and all our world-wide cable channels to how we treat our guest in our parks, nobody does it like you. From how we develop our consumer products to how we imagine our attractions, from how we design our computer-generated worlds to how we envision our business strategies, nobody does it like you. And from the growth of our architecture to the management of our financial and legal lives, from our publishing and music operations to our emerging Internet opportunities, from every morning until every next morning, nobody does all of this as well as you. And you do it all over the world.

This company, which I so love, is poised for a tremendous future, with superb management at all levels, entrusted to the brilliant and steady chief executive officer, Bob Iger. I want to thank everybody for letting me share a piece of your lives for two decades.

While I leave Disney with less hair than I had when I arrived, I do know creative inquisitiveness never ages or tires. I feel as optimistic as I did on Oct 1, 1984.

By the way, I have since learned that BVD stands for Buena Vista Distribution.

Good luck, and go see "Chicken Little."

Michael
 
I think he's a control freak that needs to hit the road, but most people in his position are.
 
He overstayed his welcome, and ws unable to build partnerships with the really creative types - Katzenberg, Ovitz and Roy Disney. The Celebration idea was a colossal failure.

He did some great things. In all he will should be judged a success.
 
Dial_tone said:
I think he's a control freak that needs to hit the road, but most people in his position are.

Don't you have to be somewhat of a control freak when you are running a business (especially, when it is your own)?
 
nycgirl said:
Don't you have to be somewhat of a control freak when you are running a business (especially, when it is your own)?

Yes, but I don't really consider Disney to be 'his'. Reading about his handling of the Michael Ovitz affair made me want to see him dragged behind a truck at a high rate of speed.
 
I think he was a shareholder's CEO -- but definately not an employee's CEO.

He did more to lower employee's morale and make people hate him -- than anyone else ever at Disney. Walt would turn in his grave. Disney became the symbol of the "Can't come in sunday?, don't come in on Monday" work philosophy.

Corporate-wise: He was intelligent, and he did save Disney from some very dark times when Disney's stock really could've plumetted and pulled a TWA. Especially with so many other competitors trying to hard to steal your market share. Fortunately Toy Story and Pixar saved his ass.

He did okay. Disney is still as strong and vibrant as ever. It easily could've been the opposite.
 
nycgirl said:
Don't you have to be somewhat of a control freak when you are running a business (especially, when it is your own)?

No. Give clear instructions, follow up on them. This is one of the things the military gets right about leadership.

It works in the civilian world too, you just have to find the right threshold for your subordinates. Attempts to over-centralize control = paralysis.
 
MattTheSkywalker said:
No. Give clear instructions, follow up on them. This is one of the things the military gets right about leadership.

It works in the civilian world too, you just have to find the right threshold for your subordinates. Attempts to over-centralize control = paralysis.

Oh, now I understand. I definitely understand.

What about if you are starting something on your own? Is it possible to be a control freak with yourself? (does that make sense?) Especially, when you are the marketing person, creative person, etc.
 
nycgirl said:
Oh, now I understand. I definitely understand.

What about if you are starting something on your own? Is it possible to be a control freak with yourself? (does that make sense?) Especially, when you are the marketing person, creative person, etc.

here is a simple rule of thumb for you:

The amount of control you exert should be inversely proportional to the number of employees you have.

If you have 3, run it like a prison.

If you have 100, get some good managers and control them. (We have almost 200; this is what we've done).

If you have 5,000, decentralize, and so on.
 
MattTheSkywalker said:
here is a simple rule of thumb for you:

The amount of control you exert should be inversely proportional to the number of employees you have.

If you have 3, run it like a prison.

If you have 100, get some good managers and control them. (We have almost 200; this is what we've done).

If you have 5,000, decentralize, and so on.

And if you have only one (i.e. yourself)? I assume the prison rule applies.
 
nycgirl said:
And if you have only one (i.e. yourself)? I assume the prison rule applies.

yep. Imprison yourself and stay focused or else nothing will get done.
 
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