[PDG Disney] Bob Iger (2005-20??)
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|Sujet: Re: [PDG Disney] Bob Iger (2005-20??) Ven 12 Juil 2013 - 8:26|| |
Oui, et Paperman ne sera peut-être pas le seul projet dans son genre. J'ai lu récemment sur BleedingCool un article sur les prochaines sorties Disney, parmi lesquelles un projet d'inspiration polynésienne par Musker et Clements, prévu pour 2018, qui serait "CG-hand drawn style" - un film en 3D mais avec un rendu 2D. Donc, cela pourrait relancer l'engouement des gens pour la 2D.
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|Sujet: Re: [PDG Disney] Bob Iger (2005-20??) Ven 14 Mar 2014 - 12:45|| |
La liste des candidats au poste de CEO risque de s'allonger d'ici 2016. NYP cite Sheryl Sandberg (directrice des opérations et membre du conseil d'administration de Facebook) dans un article daté de cette semaine. Sheryl Sandberg est, depuis 2010, membre du conseil d'administration de The Walt Disney Company (qui en compte onze). James Rasulo et Thomas Staggs étaient jusqu'à présent les noms les plus cités, loin devant John Skipper et Anne Sweeney.
Sheryl Sandberg eyed for top Disney job
In Washington, the jockeying for the 2016 presidential election has already begun.
In media circles, the 2016 race is for the Mouse House chief position and it is proving just as unpredictable, with two years to go before CEO Bob Iger’s predetermined exit.
The talk on the West Coast these past few weeks has a surprising candidate joining the list of those who might have a shot at the top slot: billionaire Facebook COO Sheryl Sandberg.
“The job is the most coveted role in all of media,” said one source close to the action. “People are angling early on.”
Disney TV boss Anne Sweeney took herself out of contention Tuesday by announcing her departure from the company. Few discussed Sweeney as a possible successor to Iger, one possible reason she opted out of the company.
The 44-year-old Sandberg already sits on the Disney board and is said to have had conversations about her interest.
“Sheryl has great leadership skills. Disney should pick someone who understands advertising, content and has experience of the digital future,” said one person campaigning for Sandberg, who used to run ad sales at Google.
The Facebook executive launched a campaign with Beyoncé on Monday encouraging girls to take leadership roles, though Sandberg is still the No. 2 at her own company. Sandberg has been on the Disney board since 2010. She’s also been a top executive at Google and a chief of staff at the Treasury Department.
Campaign-watchers say its no coincidence those rumors come at a time when Sandberg is launching another leg of her “Lean In” women’s leadership initiative.
Putting Sandberg in the mix would follow precedent.
Last time the Disney board discussed the succession back in 2005, Meg Whitman, then eBay chief and now CEO at Hewlett-Packard, was invited to go through the interview process.
The conventional wisdom on Wall Street is that the Disney crown belongs to either the chief financial officer, James “Jay” Rasulo, or parks chief Thomas Staggs, with Staggs widely believed to have the edge.
Wall Street sources say Staggs’ tenure at the parks has been viewed positively. The parks boss introduced new $ 1 billion technology MyMagic+, a wristband that provides guest data to the company in order to ease traffic flow, for instance.
But industry executives say the board wanted to cast a wider net. “They’re not happy with the two main choices,” said another source.
Last summer, Iger agreed to continue as CEO and chairman through July 2016, though some see Iger exiting sooner if he can get the board to settle on the right candidate.
Others wonder if ESPN boss John Skipper would have a shot.
Whether billionaire Sandberg would be tempted to take part in the process remains to be seen. While she’s made noises that suggest she’s soured on politics, she’s viewed as having a shot at a cabinet post if former State Department chief Hilary Clinton were to run and win the White House in 2016.
Sandberg may be ready for a move from Facebook, where she may no longer be needed now that CEO Mark Zuckerberg is nearing the two-year anniversary of the firm’s IPO. He just snapped up WhatsApp for $19 billion. “There’s a lot of goofy tech guys there now,” said one source, explaining why Sandberg could be looking for a move.
A Disney spokeswoman declined to comment. Sandberg referred calls to Disney.
Claire Atkinson - 11 mars 2014.
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|Sujet: Re: [PDG Disney] Bob Iger (2005-20??) Mer 4 Juin 2014 - 11:07|| |
'Fortune' Names Disney Chairman and CEO Bob Iger a Tech Top Visionary
In looking at this year alone, there have been many exciting developments in the technology domain at Disney. We welcomed Maker Studios, the leading network of online video content, to The Walt Disney Company. We’re also collaborating with modern-day visionaries and start-ups to help influence the future of the entertainment industry through our Disney Accelerator program. And with premier interactive products such as blockbuster video game Disney Infinity and the continued roll out of Disney/ABC Television Group's WATCH apps, we are constantly innovating the ways our fans interact with their favorite Disney properties digitally.
With these significant examples in mind, we're very proud that Fortune just named Disney Chairman and CEO Bob Iger as a “Fortune 500: Tech Top Visionary.”
The Fortune 500 issue hails Bob on his commitment to staying at the forefront of technology. “Iger’s legacy at Disney will always include his plays for intellectual property: He bought Pixar, Marvel Entertainment and Lucasfilm,” author Erin Griffiths writes in the article. “But in 2013, he made a bold play for digital-first content, paying almost $1 billion for Maker Studios, a multi-channel network which runs a number of popular YouTube channels. Beyond his M&A efforts, Iger will be personally involved in Disney’s new startup accelerator, which will seek to infuse the organization with an entrepreneurial spirit.”
At Disney, technology has always been integral to reaching audiences around the world. The Fortune 500 ranking is a reflection of Bob's strategic focus on embracing and driving innovative technology, which—along with creativity and global growth—is one of the three key priorities he has set for The Walt Disney Company.
The Walt Disney Company - 3 juin 2014.
Le lien vers l'article d'Erin Griffith (Fortune Magazine) : http://fortune.com/2014/06/02/500-tech-visionaries/
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|Sujet: Re: [PDG Disney] Bob Iger (2005-20??) Ven 18 Juil 2014 - 10:49|| |
'Chief Executive' Magazine Names Disney Chairman and CEO Bob Iger '2014 CEO of the Year'
Today Disney Chairman and CEO Bob Iger rang the closing bell at the New York Stock Exchange (NYSE) in honor of receiving Chief Executive magazine’s “2014 CEO of the Year” award.
Bob will accept the award at the NYSE at an event tonight hosted by the magazine.
The "CEO of the Year" award is presented each year to an outstanding corporate leader, nominated and selected by a group of CEO peers. This is the 29th “CEO of the Year” award, with past honorees including Bill Gates, former CEO of Microsoft; Jack Welch, former CEO of GE; and Michael Dell, founder, chairman and CEO of Dell Computers.
The magazine commended Bob on his stewardship of Disney. "Bob is a visionary and innovator who consistently delivers terrific performance across a diverse portfolio of businesses," Selection Committee Member Dan Glaser, chairman and CEO, Marsh & McLennan, said. "He's been a disruptive innovator in taking the entertainment industry to another level using new media and new technology," Selection Committee Member Tom Quinlan, president and CEO, RR Donnelley, added. "He took a great brand and made it better, which isn't easy to do."
“Even iconic brands need fixing from time to time," JP Donlon, editor in chief of Chief Executive magazine, said in the announcement earlier this week. "But instead of the easy fixes, Bob Iger played the long game by addressing Disney's cultural issues head-on with a three-pronged strategy, making it a stronger, more profitable company with greater depth in its overall brand. For this reason, he is well-deserving of this year's CEO of the Year honor."
In an interview with Chief Executive magazine, Bob explained his strategic vision for Disney, which he implemented after being named CEO in 2005. “I created three primary strategic priorities for the Company. One: Invest most of our capital in creating high-quality, branded content and experiences. Two: Embrace technology and use it aggressively to enhance the quality of our product and thus the consumer experience. To enhance what I’ll call ‘distribution’ and thus access to our product. And lastly, to get closer to our customer by becoming more efficient as a company,” he said in the interview. “Technology had to become a significant middle name for the company.”
The Walt Disney Company - 17 juillet 2014.
How Bob Iger Remade the House That Walt Built
Even iconic brands need fixing from time to time. But instead of the easy fixes, Bob Iger played the long game by addressing Disney’s cultural issues head-on with a three-pronged strategy, making it a stronger, more profitable company with greater depth in its overall brand. The takeaway for CEOs is that, yes, culture—and persistence—matter.
Few people appreciate that when Walt Disney died in 1966, he left a company that was very different from the one he started in 1923. Even Mickey Mouse had changed numerous times over the years. Today, Bob Iger presides over The Walt Disney Company, only the sixth CEO in its history, a very different company from the one Walt knew; but in important ways, it is very much the same. The technology and delivery may be different; but at its core, Disney remains an entertainment company that’s all about memorable characters and storytelling.
When he became CEO in October 2005, Iger faced a time of extended turmoil. The preceding five years had been marked by a hostile takeover attempt, a shareholder revolt, a board in conflict and years when performance fizzled. The once leading animation department hadn’t had a hit in years. The brand had become somewhat tarnished and employees no longer believed in Disney’s greatness. One of Iger’s first tasks was to make peace with dissident shareholders Roy Disney and Stanley Gold and to convince them to drop their lawsuit challenging the choice of Eisner’s successor.
Once this undertaking was behind him, Iger set about transforming Disney, surprising friend and foe alike, since transformative change was not expected from an insider. Having earned a degree in Television and Radio at Ithaca College, the Long Island native began his career as a weatherman in Ithaca, New York and moved up the ranks of network TV to become chairman at ABC. After Disney bought the network in 1996, he became Eisner’s heir apparent. As he outlines in the following interview at Disney’s Burbank studios, Iger quietly started to implement a different vision.
What Disney lacked, Iger sought to acquire. In 2006, the company bought Pixar Animation Studios in a $7.4 billion deal he personally negotiated with Steve Jobs. In 2009, he negotiated a similar deal for Marvel Entertainment for $4 billion. In 2012, he hit the jackpot by convincing George Lucas to have Disney take over Lucasfilm and the rights to Star Wars. (Star Wars VII is now in production.) In each case, Iger’s hands-off policy has allowed the individual units to continue being creative. Certainly, the recent blockbuster Frozen, based on a Hans Christian Andersen tale, which topped $1 billion at the box office worldwide, suggest that Disney is on a tear.
Chief Executive Magazine - 1er juillet 2014.
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|Sujet: Re: [PDG Disney] Bob Iger (2005-20??) Jeu 2 Oct 2014 - 22:06|| |
The Walt Disney Company a officialisé, ce jour et sur son site internet, la prolongation du contrat de Bob Iger jusqu'au 30 juin 2018 !
Une excellente nouvelle selon moi "The Walt Disney Company Board of Directors announced today that it has extended Bob Iger’s contract as Chairman and Chief Executive Officer through June 30, 2018.
“Bob Iger is the architect of Disney’s current success, with a proven history of delivering record financial results for the company quarter after quarter and year after year,” said Orin C. Smith, Independent Lead Director of the Disney Board. “Mr. Iger’s vision and strategy for the company led to the successful acquisitions of Pixar, Marvel and Lucasfilm, the resurgence of Disney animation, and the dramatic expansion of its parks and resorts around the world, positioning the company for continued long-term growth. Given Mr. Iger’s outstanding record to date, it is obvious that shareholders and the company will be best served by his continued leadership, which is why the Board of Directors has asked him to extend his contract for two years, to June 30, 2018. I am pleased to report that Mr. Iger has accepted.”
“I’ve had the privilege of being the CEO of this great company for nine years and am thrilled to have the opportunity to continue through June 2018,” Iger said. “I’m very excited about what lies ahead, including the release of our Star Wars films and the launch of Shanghai Disneyland, and I’m honored to continue working with our talented management team and the 175,000 dedicated people who make this company what it is today.”
Since Iger became CEO in 2005, total shareholder return has increased to 311%, compared to just 92% for the S&P 500, and Disney’s market capitalization has risen to $150 billion from $48.4 billion"
Changement de pseudo
: Benji Tower of Terror
devient Benji Banjo
Pourquoi ? Demandez donc à Chococlems
, elle se fera un plaisir de vous répondre
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|Sujet: Re: [PDG Disney] Bob Iger (2005-20??) Ven 3 Oct 2014 - 15:43|| |
Rien à carrer de Disneyland Paris pour ma part, je pense qu'à la place d'Iger, je ne m'en préoccuperais pas non plus.
Ce qui m'intéresse surtout et qui est le cœur de la société, c'est le cinéma.
Et, comment dire : MARVEL, LUCASFILM, Toy Story 3, La Reine des Neiges...
Et concernant les Parcs en général, je ne dirais qu'une chose : AVATAR.
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|Sujet: Re: [PDG Disney] Bob Iger (2005-20??) Sam 4 Oct 2014 - 10:07|| |
Autant le règne Eisner aura été discutable dans sa seconde moitié, autant celui d'Iger me paraît lancé sur une trajectoire ascendante.
Après le rapprochement avec Pixar, il y avait eu quelques décisions qui, personnellement m'ont déplu (le limogeage plutôt injuste de Dick Cook, la vente ratée et à bas prix de Miramax, l'effacement de Touchstone au profit de Dreamworks), mais depuis 2009, c'est quasiment du sans faute.
Les rachats de Marvel et Lucasfilms démontrent une stratégie irréprochable, vu la qualité d'exploitation des licences, et l'excellente santé actuelle des studios Disney (Les plus gros succès de cet été sont quasiment tous issus de Disney, et les performances de Raiponce, Ralph et La reine des Neiges ont définitivement revitalisé la branche WDAS). La firme Disney serait donc idiote de se séparer d'un si bon gestionnaire.
Alors, bien sûr, il reste quelques ombres au tableau (le divorce avec Bruckheimer l'an passé, l'incapacité d'ABC Studios à produire des hits de l'ampleur d'un Lost ou d'un Desperate Housewives, ces dernières années ; les promotions foireuses des pourtant excellents John Carter & Lone Ranger), mais le bilan est assez prodigieux, surtout au vu des difficultés des autres studios (Sony et DreamWorks Animation en tête)
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|Sujet: Re: [PDG Disney] Bob Iger (2005-20??) Dim 5 Oct 2014 - 11:48|| |
Pour Bloomberg, Tom Staggs & Jay Rasulo sont les deux seuls candidats crédibles dans la course à la succession de Bob Iger. John Skipper, Anne Sweeney et Sheryl Sandberg ne sont plus pris en compte par le spécialiste financier dans cet article faisant suite à l'annonce de la prolongation du mandat de Bob Iger jusqu'à la fin juin 2018 :
Disney Extends Iger Term, Keeps Staggs-Rasulo Race Alive
Walt Disney Co. (DIS)’s board found a way to keep Chairman and Chief Executive Officer Bob Iger in place until 2018 while maximizing the chances the internal candidates most likely to succeed him stick around.
Disney, based in Burbank, California, yesterday extended Iger’s contract by two years to June 2018. The move keeps in place a manager who has spearheaded high-profile acquisitions like Marvel, turned around the company’s historic animation business and tripled Disney’s stock price.
At the same time, the company has decided to name a chief operating officer next year -- and that executive, most likely coming from within, would be Iger’s heir apparent, according to a person close to the company. Giving a time frame to the internal candidates, Chief Financial Officer Jay Rasulo and Parks & Resorts Chairman Thomas Staggs, makes them less likely to bolt before a decision is made.
“There’s no doubt Bob Iger has been performing at an outstanding level,” said William Simon, an executive recruiter who heads the entertainment industry practice at Korn Ferry (KFY) in Los Angeles. “Asking a potential successor to wait four years could prove to be difficult.”
The company said in a filing today that Iger could earn a retention bonus of $60 million if Disney’s operating income increases to a cumulative $78.3 billion for the five years ending in September 2018. He will earn a smaller bonus if that number tops $76 billion. For the year that ended in September 2013, the company generated operating income of $10.7 billion.
Disney rose 1.9 percent to $88.45 at the close in New York. The shares have advanced 16 percent this year.
Iger, 63, said in an interview with Bloomberg Television in August that creating the position of chief operating officer or president was a possibility. Iger served in that role for five years before becoming CEO in 2005. Shareholders approved changes to Disney’s compensation plan last year to allow for additional executive positions.
Rasulo, 58, and Staggs, 53, are the two executives most often cited by analysts as potential successors for Iger. They remain the top candidates, according to the person, who wasn’t authorized to discuss internal matters. The pair switched jobs almost five years ago, giving Staggs more business operations experience while making Rasulo the company’s chief link to Wall Street.
“They should continue to give such key internal candidates as Staggs and Rasulo some trial projects but also let the world know that Bob will step down in enough time for a new generation’s standard bearer to have a good run as well,” said Jeffrey Sonnenfeld, a professor of management at Yale University in New Haven, Connecticut.
In his role running the resorts, Staggs has supervised the opening of the Cars Land attraction, which lifted attendance at the company’s long-struggling California Adventure theme park in Anaheim, California. He also spearheaded the company’s MyMagic+ electronic wristband and reservation system in Orlando, Florida as well as construction of Disney’s Shanghai resort, scheduled to open at the end of 2015.
Rasulo, who ran the parks for eight years, has increased Disney’s dividends and stock repurchases, executed a cost-cutting initiative last year and recently took over supervision of Maker Studios, a creator of short-form videos for Youtube.com and other channels.
“Disney has an incredibly strong senior management team, and the board is confident in the leadership talent available for succession planning,” Orin C. Smith, independent lead director of the board, said in a statement yesterday.
Iger has steered the company through technology shifts in Hollywood, such as the collapse of the DVD market and the rise of video streaming services like Netflix Inc. (NFLX)
He rebuilt Disney’s animation business with the purchase of Pixar and the production of hits such as “Frozen” at Walt Disney Animation Studios. He also bought Marvel, which delivered blockbusters like “The Avengers,” and acquired Lucasfilm, which will release a new “Star Wars” film next year. ESPN, the dominant sports channel, has so far fended off competition from Rupert Murdoch’s 21st Century Fox Inc. and others.
Designating a CEO in waiting was a fairly common practice at companies in the past that is less frequent now, according to David Larcker, director of the Corporate Governance Research Initiative at Stanford University.
In the chief operating officer position, an executive could gain experience across Disney’s businesses, which include film and television production, theme parks and consumer products licensing. At the same time they could assume more and more operational responsibilities from Iger, according to Larcker.
“What’s going on at Disney seems to be an orderly, thoughtful transition,” he said.
Bloomberg - 3 octobre 2014.
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|Sujet: Que dire de Bob Iger ? Ven 1 Avr 2016 - 16:52|| |
Que pensez-vous de l'ami Iger ?
Beaucoup vantent la santé économique qu'il a apporté à la Walt Disney Company, et les acquisitions monstres que tout le monde connait. Mais il m'arrive ici et là de lire des propos négatifs, qui sont en même temps assez vagues, à son encontre.
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|Sujet: Re: [PDG Disney] Bob Iger (2005-20??) Mar 22 Nov 2016 - 18:01|| |
Variety a rencontré Bob Iger :
- Citation :
- Bob Iger on Shanghai Disney, Tom Staggs and His Relentless Pursuit of Perfection
Nothing about Bob Iger’s middle-class upbringing in New York, or his years as a television and radio major at Ithaca College, or his long run up the corporate media ladder at ABC and Disney, suggests that he would find a muse in a Tokyo subway station.
But it is there, in a tiny sushi bar, that the chairman and CEO of the Walt Disney Co. finds inspiration, in a wizened nonagenarian who spends most of his waking hours sculpting fine slices of blue fin and eel and combining them with rice that is grown exclusively for the restaurateur.
What captivates Iger about 91-year-old Jiro Ono, reputedly the world’s finest sushi chef, is his unflinching commitment: Never stop striving to improve yourself and your work. The Japanese call such master craftsmen shokunin, and a generation of top Disney executives has now been introduced to the shokunin spirit by Iger. The CEO made Ono a focus at one management retreat, urging the team to watch the 2011 documentary film “Jiro Dreams of Sushi.” The lesson is that work is a calling, requiring a constant drive for betterment — not just for the work’s sake, but for the growth of the self and others.
“I’ll continue to climb, trying to reach the top,” Ono says in the film, “but no one knows where the top is.”
Those who work with Iger — Variety’s 2016 Showman of the Year — say he, too, approaches the advancement of all-things-Disney like a calling. They use words like “relentless,” “intense,” and “focused” to describe him. But is he a shokunin?
Yes, Iger says, without hesitation.
The Jiro film struck the CEO as an epiphany five years ago, when he was already being lauded for Disney’s remarkable turnaround. “There’s a whole notion of ‘[If there are] no more mountains to climb, what’s going to drive you?’” Iger says. “What hit me more than anything was, ‘Well, wait a minute — don’t ever stop wanting to be better — helping others to be better.’ ”
Ceaseless focus and attention to detail have paid off handsomely for Iger, 65, in a career that has made him one of the world’s most acclaimed and recognizable business leaders.
He took the reins at Disney in 2005, after years of internal dissension, a rebellion by two key one-time board members, a shareholder revolt, and a hostile takeover attempt by Comcast. The new Disney boss quickly won over dissidents Roy E. Disney and Stanley Gold and repaired a badly frayed relationship with Apple’s Steve Jobs. On his second day on the job, he told Disney’s board he wanted to buy Pixar Animation Studios, which its CEO, Jobs, controlled. About three months later, he inked the blockbuster $7.4 billion purchase of the Emeryville, Calif.-based studio.
It was the first in a series of audacious, big-ticket purchases that have come to define Disney in the Iger era. By buying Marvel Studios in 2009, and Lucasfilm — owner of the “Star Wars” franchise — in 2012, Iger has guaranteed his media company the breadth of name-brand characters and stories that competitors can’t match.
The intellectual properties have created a string of movie mega-hits — four $1 billion-plus blockbusters this year — and the kind of synergies that are easier to talk about than execute. Disney has 11 film franchises that each spin off consumer products generating $1 billion or more in retail sales. The 2013 princess fantasy “Frozen” is featured in five attractions and character presentations at Disney World in Orlando, Fla., alone.
The conglomerate’s signature theme parks and resorts have also expanded immensely under Iger — most dramatically with the June opening of the Shanghai Disney Resort, which has been drawing 1 million visitors a month and could break even as soon as next year. Iger calls the park one of his crowning glories.
Over the course of Iger’s 11-year run, Disney’s operating profit has more than tripled, to $15.7 billion for the fiscal year that ended Sept. 30. And the company’s stock has more than quadrupled in value, to nearly $100 a share.
Iger’s tenure has not been without its challenges. The dominant sports network ESPN — an earnings engine for most of his term — has seen subscriptions shrink, as younger viewers “cut the cord” with traditional cable, buy lower-cost cable packages, or find content online. More than 10 million subscribers have fled ESPN in the past five years.
No matter how many movie hits or theme park attendance records, Iger routinely gets grilled about how he will stanch the bleeding at ESPN. His answer has been to explore solutions through technology, including the $1 billion acquisition this year of a 33% stake in BAMTech, a spinoff of Major League Baseball’s website, which will collaborate with ESPN on multi-sport subscription streaming services.
With Iger’s planned June 2018 retirement within sight, employees and investors want to know what he and the company will do to sustain their winning streak — most important, by finding the right successor. Chief operating officer Tom Staggs was Iger’s chosen heir, but Staggs was forced to step down last April amid reports that Iger and the Disney board did not think their No. 2 had the creative chops for the top job.
Iger sat with Variety last week to discuss his career, the triumphs like opening Shanghai Disney, the painful parting with Staggs, and his musings on life after Disney, including the possibility of running for political office.
He describes a grueling schedule that has him up every day by 4:15 a.m. and quickly into a merciless 45-minute bout with his vertical climbing machine. A jaunt on a Disney corporate jet often follows — so often that his assistants calculate Iger has spent the equivalent of an entire year in the air. Since 1999, he has made 40 business trips to China, eight this year alone.
Many of his lieutenants, not to mention investors and Wall Street bankers and analysts, suggest that they would be thrilled if Iger — who has extended his contract once before — would re-up again.
But the CEO notes that he will have completed 44 years of service for ABC and Disney by the time June 2018 rolls around. He says he looks forward to having more time to explore other things, to travel when he is not rushed.
“I have this lust for the so-called South Seas. I would like to explore every corner of the Pacific. You know the song: ‘To everything turn, turn, turn, there is a season.’ It’s just time.”
After graduating from Ithaca College in 1973, you didn’t jump right into business. Why ?
Walter Cronkite was at the peak of his power and popularity as an anchor, and I set my sights on being Walter Cronkite. [Laughing] Because why not have lofty goals? I started at the entry level of entry levels, a little cable channel in Ithaca. I was working as a weatherman and a feature reporter. I could tell pretty quickly that, while I might have had the ambition, I didn’t have the confidence on the air. I just didn’t think I was good enough or quick enough or confident enough.
I am kind of curious about my decision now, because my career in many respects has been punctuated by acts of tenacity and perseverance. I don’t know what changed. Well, one thing is, I’m 65 years old now and have been at it for 42 years. I’ve now accumulated enough experience to feel much more confident.
When you happened on the documentary film about the sushi master Jiro Ono about five years ago, his story was compelling to you.
Here was a guy who was 88 years old and had already won Michelin stars and the distinction of running one of the best restaurants in the world. He had achieved brilliance and the success that comes with that. And yet he was striving to do better. It’s the whole notion of the relentless pursuit of perfection. I loved that concept.
As a leader, is it hard to instill that kind of ambition in your executives while acknowledging that they have their own lives and interests outside of work ?
Yes. There is a human side to it that I try to apply and consider. [But] the harder thing is to balance with the reality that not everything is perfect. In the normal course of running a company this big, you’re going to see, every day, things that are not as great as you would have hoped or wanted them to be. You have to figure out how to absorb that without losing your sense of optimism, which is part of leadership — without losing faith, without wanting to go under the covers and not come out, without being down or angry to a counterproductive level, and without demanding something of people that is unfair, inhuman, impossible.
Roone Arledge, your former boss at ABC Sports, was someone you admired. He was known for pushing for more, right until a story or a show went on the air, right ?
He demanded perfection. I both respected and loved him — but there were times when I thought that what he was asking of us was just either not possible or not human. It didn’t matter how much time you had left; it didn’t matter if [people] had to stay up all night. It didn’t matter if it was their birthday, their anniversary, their kid’s bar mitzvah, whatever it was. You went in and you did it. And at some point you did it for him, too, because you appreciated what he was trying to accomplish.
Did that experience teach you to take a different approach ?
If someone comes to you with, “It’s my kid’s graduation,” you don’t tell them, “Sorry, you can’t go to that.” You just don’t do that. You figure out some other way.
But I’m amazed with how many times someone says, “Well, we just can’t make it better” or, “We’re out of time” or whatever. Saying no becomes such a cheap and easy way out. [My response is], “Wait a minute, yes you can.” Or, “How about trying as hard as you can?”
How do you get involved with Disney’s films and TV shows ?
Because I have really a lot of talented people working for me , my role often is to come in as an extra last pair of eyes on a lot of things. “I don’t understand the plot.” Or, “What is driving this character?” Or, “Where is this in the timeline of the story?” You provide a perspective that is often really important to people. Sometimes by coming to something fresh, you see things that they don’t see.
You spent most of the past two decades helping build Shanghai Disney, which opened in June. You even tasted more than 200-plus items on restaurant menus there. Can you give a specific instance of how you applied your critical eye ?
There was stonework on the side of the castle. It was just pure stone. I said, “It’s supposed to look old. It’s an old castle. There’s no moss growing on it. It would look at lot better if there was some green moss on it. It would look more real.”
I am guessing there is moss on that stone.
There is moss on there now…. That’s not a criticism. They’re looking at a thousand things. I’m looking at as much as I can. Now, that sounds like micromanagement. I don’t mean it to sound that way. What it is — it’s just perspective.
You’ve taken dozens of pictures of fans enjoying Shanghai Disney. You said you particularly get a kick out of seeing smiling families crowding around a statue of Walt Disney for snapshots. Were there other moments at the opening when you knew the park was a hit ?
You could go into Pirates of the Caribbean and hear the whole crowd, in moments you desperately wanted them to react, and they’d all go “Aaahhh.” And they’re all taking pictures. They had never seen anything like it.
The thought of ever building Disneyland in China, which we knew growing up as “Red China,” had to be completely out of the realm of possibility for anyone. And here we are in 2016, introducing this glorious product that Walt created to China in ways that are just so unbelievably entertaining, and being appreciated by the people there.
The incredible highs and lows of your job were epitomized that week. The day before the Shanghai ribbon-cutting, a 2-year-old boy was killed by an alligator at a Disney resort in Florida. In the midst of dozens of media interviews at the Shanghai park, you called the Hale family of Nebraska, who lost their son, Lane. What was that like ?
I haven’t disclosed the nature of the conversation. They were very gracious about it. Considering what they were feeling, it was incredible of them just to take the call.
How did you balance out the job you had to do at Shanghai and that new crisis ?
You’re directing the organization to deal with this problem — this horrible tragedy. There is that. And then, at the same time, you’re immersed in what you’ve been feeling, which is one of the biggest triumphs and highs of your career. Not only do you want to feel that, and appreciate it for the accomplishment that it is, but you’ve also got to go out on a stage and put a big smile on your face.
I think that, more than anything in jobs like this, you learn to really be able to separate or compartmentalize, in some ways, what you’re feeling and what you are doing.
Another big challenge for you and the company has been succession. Tom Staggs was your chosen successor, but was told last spring he was no longer the heir apparent. What was it like to tell your right hand he wouldn’t get the top job ?
There is no way around admitting that it was profoundly difficult on a personal level and on a professional level. I worked closely with Tom both before I was CEO and since. He was CFO when I got this job, and we not only worked side by side, but he helped me a lot in not only getting off the ground as the CEO but in accomplishing a lot of the things that I set out to accomplish.
And I was rooting for him. I wanted him to succeed. Nothing would have been better for me than for that, on a lot of levels. It would have given me the freedom to kind of live out my days, my tenure here, with the comfort of knowing that I had someone in place who was going to succeed me that I trusted with this great company. So it was hard. It was just very hard.
He left the company In April. Have you spoken with him lately ?
I called him three, four weeks ago to see how he was and to say, “Let’s catch up and have lunch.” We haven’t done that yet. Completely cordial on the phone. Haven’t spoken with him since. But I ran into him at a restaurant on the westside before that call; there was nothing awkward about it.
The entertainment industry is confronting an existential challenge: How to move content to the internet and mobile devices while still making money. How is Disney responding ?
We know that there is disruption afoot in our business. And what we’re trying to do is figure out how to contend with that disruption. The one thing we’re not trying to do is will it away. It’s not going away. We’re not slowing it down. We’re not stemming the tide. The goal is to ride out the turbulent waters of the disruption and still be afloat.
For the last couple of years, that issue has been particularly pressing at ESPN, which has been losing millions of cable subscribers. How does Disney’s $1 billion investment for a one-third stake in BAMTech — the Major League Baseball web spinoff — bolster one of your most important money-makers ?
We’re investing in BAMTech as a means of having the technological capability to create a user-face and a platform to sell our stuff directly to consumers, because there’s an inevitability to that for this company.
Some people have been thinking this new streaming service will offer a flat rate, roughly the $6 or $7 a month that customers pay on their cable bill to get ESPN. Is that right ?
It’s not going to be that way at all. There will be really variable pricing and multiple packages to consumers. People may just want to subscribe during the football season. Or maybe they want to pay just for a summer, just for a weekend, just for a game. We will have customization and personalization. I think everything ultimately will be on an à la carte basis; a lot of people may subscribe to the whole thing and get a discount for that.
You’ve received acclaim for the businesses you’ve bought, but it’s also important for a CEO to know when to give up on products that don’t work. You got out of the console game publishing business last May when you shut down Disney Infinity. Why ?
One of the problems is when you shut something down that you thought was a great idea or invested a lot of money in, you’re admitting failure, and a lot of people don’t want to do that.… But it’s like pleading guilty — then everybody knows it failed. What I’ve tried to do is create an environment at the company where it’s OK to try something new and fail.
I stole a line from a former boss of mine [former Capital Cities/ABC chief executive Dan Burke], who once said, “You could manufacture the greatest, highest-quality trombone oil in the world and feel really good about that position in the marketplace, but at the end, the world still consumes only a few quarts of it a year.” There are things that are never going to be big.
The Pixar, Marvel, and Lucasfilm acquisitions have been big. You’ve received a lot of praise from the heads of those companies, now subsidiaries, for allowing them to preserve their creative cultures. Was there any key to those acquisitions that has been overlooked ?
If anything, it’s, “Why did we buy those things and no one else did?” I don’t get described as necessarily being aggressive. I don’t know if “laid-back” is the word. I think, if anything, what I would want people to say about me is, “I think he had guts.” You know?
You haven’t said much about your post-Disney incarnation. People have long speculated that you might run for political office. And Donald Trump showed that someone with no political experience can win. Are you interested ?
For a long time, I’ve been thinking about the whole “Mr. Smith Goes to Washington” idea. I’m not suggesting that’s what happened last week. But as we saw, Americans have gotten really tired of Washington-based politics, and decided it was time to elect an outsider who had never been in the military or elected office. [For the record, Iger voted for Hillary Clinton and hosted a fundraiser for the Democrat.]
But what about your own aspirations for public office ?
I have been intrigued with politics for a long time, and I have thought a lot about running for office — never for president, but for a variety of other offices. Willow [Bay] is dead against it, and has said, “Not with this wife.” [Laughs] My relationship with her is important enough for me to not challenge her in that regard.
Your group bidding to build an NFL stadium in Carson lost out this year to the proposal for an Inglewood stadium for the Rams. Are you looking for another way in to get into professional sports ?
I’m not pursuing anything. There is no list. I’m not talking to people. There’s a world out there. There’s a life to lead. My life is full of possibilities and satisfying other curiosities and smelling roses and relaxing a bit.… By the way, I am not suggesting [the transition] won’t be hard. It will be hard.
This job is stimulating and gratifying and I adore the company that I work for and the people I work with. It’s been the E-ticket ride of a lifetime.
Bob Iger’s Favorites
Current and recent books on Robert Iger’s reading list:
“Black Flags: The Rise of ISIS,” Joby Warrick
“The Wright Brothers,” David McCullough
“Born to Run,” Bruce Springsteen
“Tenth of December: Stories,” George Saunders
“Between the World and Me,” Ta-Nehisi Coates
“100 Deadly Skills: The SEAL Operative’s Guide to Eluding Pursuers, Evading Capture, and Surviving Any Dangerous Situation,” Clint Emerson
“Tender Is the Night,” F. Scott Fitzgerald
For his 60th birthday in 2011, Bob Iger made a list of his 60 favorite songs of all time. Here are eight from that list :
“The Times They Are a-Changin’,” Bob Dylan
“Hey Jude,” The Beatles
“Suite: Judy Blue Eyes,” Crosby, Stills & Nash
“A Day in the Life,” The Beatles
“Desperado,” The Eagles
“Stand By Me,” Ben E. King
“Mr. Tambourine Man,” Dylan
“When a Man Loves a Woman,” Percy Sledge
James Rainey pour Variety - 22 novembre 2016.
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Inscription : 29/04/2010
|Sujet: Re: [PDG Disney] Bob Iger (2005-20??) Sam 3 Déc 2016 - 10:29|| |
Le Président Trump crée un "Strategic & Policy Forum" et nomme Bob Iger parmi les seize membres du groupe de réflexion :
- Citation :
- Disney's Bob Iger named to Donald Trump's new President’s Strategic and Policy Forum
Walt Disney Co. Chief Executive Robert Iger has been named to a new policy forum created by President-elect Donald Trump.
The President’s Strategic and Policy Forum includes several business heavyweights, among them JPMorgan Chase & Co. Chief Executive Jamie Dimon, General Motors Chief Executive Mary Barra and IBM Chief Executive Virginia Rometty.
The nonpartisan, 16-person forum will be chaired by Stephen Schwarzman, the chief executive of private equity firm Blackstone. The group will frequently meet with Trump to directly offer its knowledge and perspective to the president, according to a news release issued by Trump’s transition team on Friday.
“My administration is committed to drawing on private sector expertise and cutting the government red tape that is holding back our businesses from hiring, innovating, and expanding right here in America,” Trump said in a statement.
The forum’s first meeting will be held in February at the White House.
“The forum provides a nonpartisan approach to key economic policy issues, reflecting an array of individual perspectives from a cross-section of industries,” Iger said in a statement. “I welcome the chance to be part of the important discussions about the most effective ways to grow jobs and expand economic opportunity in America.”
Iger, a Democrat who supported Hillary Clinton, won’t be the only Hollywood player offering counsel to Trump. His incoming administration will include executives with deep ties to the entertainment industry.
On Nov. 13, Trump picked Stephen K. Bannon as his chief strategist. Bannon worked in Hollywood in the 1990s, helping to finance films including Sean Penn’s “The Indian Runner.” Bannon also was previously the executive chairman of Breitbart News, and both he and that news organization have been vociferously criticized by groups such as the Anti-Defamation League for promoting white nationalism.
And on Wednesday, Trump selected Hollywood financier and Wall Street executive Steven Mnuchin to be the next Treasury secretary. Mnuchin spent 17 years at Goldman Sachs before starting a hedge fund that invests in films. He has cut large financing deals with 20th Century Fox and Warner Bros., leading to his executive producing credits on movies such as the summer hit “Suicide Squad.”
Iger was asked how the Trump administration might affect Burbank-based Disney during a conference call with analysts held two days after the Nov. 8 election.
“I think it’s really too early to speculate about what the changes in Washington are going to mean for our business or for businesses,” he said on the call held to discuss the company’s fiscal fourth quarter earnings.
Iger, however, noted that Disney has made an effort to encourage the federal government to look at tax policy — and has sought the closing of loopholes and also the lowering of the corporate tax rate.
“We are no longer competitive with the rest of the world in that regard and that must be addressed,” he said. “It’s possible that given what’s going on this week that that’s likely to be addressed sooner rather than later.”
He added that it was a “good thing” that the transition of power was off to a “fairly smooth start.”
Iger also said that a bust of Trump was being prepared for the Hall of Presidents attraction at Walt Disney World
The Los Angeles Times - 2 décembre 2016.