Originally Posted By EPCOT Explorer >>>>Tom very well could be a breath of fresh air, but I have learned through many years of my life to not be so quick to appoint a new hero in any company. Tom very well may champion some great reforms, but he also might miss out on some opportunities or carry his own negative issues.<<<< I'd like to believe this as well... he seems to have a good outlook and operational aspect to the parks. However... why is he now in this roll after being in the CFO spot? Also... why is HE getting to dictate what happens with Rasulo's spot? Can anyone (Leemac?) attempt to answer this? I think the answers would be telling to any changes and "restructuring" he'd institute. Because, honestly, it looks like Staggs is being displayed and set up in these positions to achieve a certain effect and look for perhaps both his future (CEO?) and the company.
Originally Posted By Spirit of 74 <<The reason why WDI was marginalized has nothing to do with the quality of the product - it was an attempt to consolidate power in Burbank. I can tell you firsthand how different the approval processes for even minor attractions is now compared with even under Pressler. You can't get anything done without WDP&R's approval. It is an incredible frustrating process.>> Who is ultimately to blame? Who can't see this? Who can't see how this has translated to stale parks, bloated over-hyped and underdelivered product and a loss of being #1 in the themed entertainment business (sorry, but NOTHINg Disney has done in the last 10 years comes close to HPatFJ)? Isn't it ultimately Iger's fault? He is the top manager at the WDC. <<Rasulo was a bully - an out-and-out bully. I was one of the lucky ones as he "liked" me - but I saw people beaten black and blue (verbally) by the man. He liked nothing more than to humiliate an presenter in committee meetings and charettes. It is entirely demoralizing.>> At the risk of starting old arguments, and to be fair, everyone is entitled to change opinions with experience comes wisdom, right? ... but I seem to recall you weren't so down on Rasulo for years when many of us were sounding the alarm. So, he liked you. ... What made you ultimately not like him? He seems like such a plesant fella ... the kind of guy who probably sings Menken on the way into the office. <<Take Tom Fitzgerald's "demotion" - instead of taking the guy aside and telling him in private, Bruce's promotion into his role was announced by Rasulo and Tami Garcia (SVP, HR) to a room full of Tom's peers and fellow executives. He had the strength of character to joke what it meant for him but you shouldn't treat anyone like that - it is truly sickening to treat and 25 year plus career imagineer that way. Similar story for Tim Delaney who just got told to leave 1401F until they agreed on severance.>> I absolutely think it's abysmal the way Tom and, especially, Tim were treated. And it continues now ... you don't build a resort in Shanghai, redo DCA, expand HKDL and have Joe Rohde picking out furniture on Oahu and Tony Baxter picking out paint for the Matterhorn. It's embarrassing and considering their salaries, there's absolutely no justification for having them do next to nothing. <<Rasulo ruled with an iron fist and that is not a way to run any creative organisation.>> Really? ... Sounds like a Spitited talking point from I dunno ... 2002 ... or 2004 ... or 2008 or ... ~D23: Don't Expect Us to Actually Build This Stuff!~
Originally Posted By EPCOT Explorer >>>>He seems like such a plesant fella ... the kind of guy who probably sings Menken on the way into the office.<<<< You mean.... "Life is an adventure Even though we have no map Let's go seek out treasures Believe in the compass of your heart" CAN YOU JUST SEE IT NOW?!?!?! lol
Originally Posted By Spirit of 74 <<The issue is that the vast majority of the time WDI is simply working under indicts from corporate - "push this character into that location" - there isn't any real creative free-thinking anymore. Blue sky conceptualization has been pushed to the background. Instead of coming up with truly innovative ideas and then working out how to leverage them into the park, it is the other way around.>> When the best ideas started going into coffee table books, someone should have stepped up and said 'this is NOT the way to run a MAGIC factory'. And it continues on ... <<HR at WDI has been a disaster as long as I can recall. Instead of having a stratified hierarchy of varying ages and seniority you have a huge gap between the kids (cheap labor) and the senior executive ranks. The folks squeezed in the middle just leave. However Marty protected Creative Development which is why you have so many veeps and above in that group. >> It's one of many criticisms I have of Marty in his latter years and it pains me to say so as I adore the man personally, appreciate what he did for the company for decades and, on a very personal note, thank him from preventing my Spirited mother from becoming road kill. He's a good man and did great things for Disney ... but he sold a chunk of his soul to stay at the company as long as he did. He should have talked up against so many things from small attractions to parks like DCA, DSP and HKDL that were so flawed from the start.
Originally Posted By Spirit of 74 >>>If fans can't be bothered (maybe interested is a better term) with anything beyond what they like/dislike, then really who can?<<< <<To tie into another infamous thread and line of thought on these boards... ...isn't that the fan's fault... themselves? >> Of course it is. Just like its the fault of Americans when they allow Wall Street or government or any lobby to steal democracy from them while they watch Jersey Shore, play video games or update their FB status with their life lies. People have power. But they must exercise it. So many people have just given up in our 21st century reality. Which brings us back to Disney ... why should we hold them to their own standards when we don't do the same for anyone today? But this IS about Disney, after all. <<I mean, if someone can't be bothered to try a new attraction or park, or resort, because they like Disney's Hollywood Studios or EPCOT or __________, I think the same can be said that fans aren't going to be bothered to expect more out of WDC. >> Too many fans see simply a small piece of the pie. <<I think this all centers back around the ideas that fans go to Disney to illicit a certain response in them, ALL of us included. Granted, that's not bad thing, thoughts and actions govern everything we do. The problem is, I think, most don't realize this, and if it left unchecked it allows for less than perfect lines of thought, expectations, and even habits.>> Ah, yes, mental illness, the fan community, pixie dust and how Disney consciously uses it all ... that would make a great thread ... or an even better book!
Originally Posted By Spirit of 74 <<Lee, you open the door for me to bring something up. While some folks on here and in other Internet nooks have a short memory. I do not. I strive to stay consistent in my guiding principles and ideology. So with that said, let me just say that I have not forgotten when folks where championing Rasulo. One example, I remember when Al Lutz was so thrilled to have Rasulo. Celebrating his supposed visits to DLR, with his tirades against Cynthia. Al proclaimed a great new leadership for WDP&R. "[Jay understood on first glance how badly DL was under capacity]" Yeah right! haha, Jay had the gut instinct..>> Interesting point that was brought up tonight over dinner with some friends from the LP pond. People either stay true to their beliefs or they don't. We all make mistakes. We all have agendas. But we don't change our stripes. I too recall Al being so giddy over his personal Voldemort (Pressler) being vanquished that he didn't realize he was just swapping one exec who had no business running TWDC's Parks and Resorts business with another. Hell, I can't even say for certain who was worse ... at least I could find merchandise worth buying in large quantities when Paul was in charge. I have hit four of five resorts in the past year (all but Paris) and barely bought anything! But don't want to go off-track. I NEVER liked JR. Never supported his ascension to his former role. Never thought someone who so disliked the product he was selling, beyond not even getting it or his audiences, should even work anywhere he'd have an impact, let alone ultimate impact. <<See, funny how quickly the tables turn.>> Not funny, really ... unless we're talking Heath Ledger as the Joker type dark funny. <<The fact is, that most folks, even you and I, have no idea how someone's promotion will pan-out. Now Tom very well could be a breath of fresh air, but I have learned through many years of my life to not be so quick to appoint a new hero in any company. Tom very well may champion some great reforms, but he also might miss out on some opportunities or carry his own negative issues.>> So true ... and just imagine what if Tom's movement to P&R has some other agenda for the company? Something no one's discussed? ... I do wonder how good he'll look when the layoffs hit and how well he'll be able to spin them as 'removing redundant positions' and 'streamlining operations' as part of One Disney etc ... Wall Street won't care beyond the bottom line, but will fanbois be able to see what's happening?
Originally Posted By Spirit of 74 << It is a busted model - WDI should be a sunk cost of WDP&R - it should be able to do two things very well - create product that leadership want and also blue sky conceptualization which will show leadership want they should want. Instead we have a homogenized product (like 3 TSMMs) because it is the cheapest option. Much easier to pick up existing plans and roll those out again.>> I do think that makes Disney hate working with the Chinese even more. They actually demand original and unique concepts/attractions and Disney would rather do another Buzz Lightyear or Turtle Talk or spinners etc. <<That doesn't mean there isn't excess - Lasseter's pointless roadtrips for CarsLand on route 66 is one example. How pointless is it to have a roadtrip to see the real Route 66 when you only intend to reproduce the movie's version?>> I love John, but I'd agree ... there's nothing he gained on an expensed trip that he didn't already know, but it's also a rather cheap expense and cheap shot considering what WDI spends and what John's products have meant to Disney's bottom line (how many billions would you say?)
Originally Posted By leemac <<However... why is he now in this roll after being in the CFO spot? Also... why is HE getting to dictate what happens with Rasulo's spot? >> Staggs has no operational experience of running a business unit - he moved from strategic planning into the CFO office. His 2 year assignment to WDP&R is to make his ascent to the President role more palatable to the board. He will then effectively be Iger's number two and CEO-in-waiting. The fact that the Company hasn't had a president/COO since Iger held the role himself is yet another indicator of poor corporate governance IMHO. Rasulo is looking for employment elsewhere - he has reached as far up the Disney ladder as is possible. If he wants to be CEO or COO he needs to move. Sadly he can't find anything that he wants or anyone that actually is willing to give him what he wants. He has burnt so many bridges that even prestigious headhunters like Heidrick & Struggles won't touch him as a client. I like to see it as karmic payback. )
Originally Posted By leemac <<At the risk of starting old arguments, and to be fair, everyone is entitled to change opinions with experience comes wisdom, right? ... but I seem to recall you weren't so down on Rasulo for years when many of us were sounding the alarm.>> Very true. He became far worse when he moved from DLRP to Burbank. He was actually a good manager at DLRP - I guess that is as far as he should have gone.
Originally Posted By leemac <<I absolutely think it's abysmal the way Tom and, especially, Tim were treated. And it continues now ... you don't build a resort in Shanghai, redo DCA, expand HKDL and have Joe Rohde picking out furniture on Oahu and Tony Baxter picking out paint for the Matterhorn.>> Here's a question for you that I can't answer - how on earth did a woefully average imagineer in Bob Weis get brought back to WDI? And he gets to walk off from DCA and into the Shanghai job? Truly incredible. Someone that has no grasp of master planning or menu planning (all three Disney Studios Tours being Exhibit A - thankfully we only ended up with one of his designs). I can only guess that he has some dirt on someone.
Originally Posted By leemac <<I love John, but I'd agree ... there's nothing he gained on an expensed trip that he didn't already know, but it's also a rather cheap expense and cheap shot considering what WDI spends and what John's products have meant to Disney's bottom line (how many billions would you say?)>> You know my feelings towards Lasseter so no point in bringing that up again. However he has Carte Blanche to do what he wants - those Route 66 trips were entirely frivolous - not just the cost of taking dozens of folks on the road but also taking them out of the office for a jolly. Hence why Cars 2 is a $200m+ movie. Truly incredible that a Color-By-Numbers movie has cost that much. He pretends to be all anti-Hollywood but he subscribes to the same excess and "It's About Me" attitude (hence his crazy paypacket and stock options).
Originally Posted By sjhym333 I agree about Bob Weiss. I worked with him on the Disney-MGM Studio project and on several occasion thought...this guy is in charge? I was on loan from operations and at least on three seperate occaions during a walk thru that parks told him that operationally there were going to be specific operational issues with some of the designs. He mostly laughed them off. Of course after that park opened all three turned out to be problems that had to be addressed. WDI wasnt the only problem about over spending. The Dip Mobile from Roger Rabbit came to the project late and was in pieces. Eisner was told that to have it for opening day the work would need to start immediately. 2 months later he finally gave the ok for the work and he wanted it for opening day. That required round the clock work and a ton of overtime that almost doubled the cost of the project.
Originally Posted By EPCOT Explorer >>>People have power. But they must exercise it. So many people have just given up in our 21st century reality.<<< I agree. But, I think it's a different sort of power these days. I don't think we can necessarily just break the bonds of technology, or it's use, or how it uses us. Besides, I don't think we should. Technology is here to help us... ...and that's how we have power. The power to exercise control over technology, social media, and what we DO with technology. What and how much we post. The content we create. How we use this. On this, our Spaceship Earth...?
Originally Posted By EPCOT Explorer >>>Staggs has no operational experience of running a business unit - he moved from strategic planning into the CFO office. His 2 year assignment to WDP&R is to make his ascent to the President role more palatable to the board. He will then effectively be Iger's number two and CEO-in-waiting.<<<< This is what confuses me. No operational experience.... but he's been given the head of the WDWPR? Now he's supposedly restructuring Rasulo's kingdom? This might sound wacky, but it sounds like either they are trying to show off Staggs or hide Rasulo, the latter which seems more possible.
Originally Posted By leemac <<No operational experience.... but he's been given the head of the WDWPR? >> Exactly - it is to gain op experience. It is the safest business unit for someone to learn the ropes of an operator. The other business units either require a more creative leader (think Studio Entertainment or Media Networks) or have a perfectly good leader already (Andy Mooney at DCP) or are failing miserably and you'd not want to be within a hundred miles of it (Internet Group).
Originally Posted By EPCOT Explorer >>>Exactly - it is to gain op experience. It is the safest business unit for someone to learn the ropes of an operator. The other business units either require a more creative leader (think Studio Entertainment or Media Networks) or have a perfectly good leader already (Andy Mooney at DCP) or are failing miserably and you'd not want to be within a hundred miles of it (Internet Group).<<< You make this seem like he's being groomed, Lee... ...which I've heard is a possibility, but other things and options available... seeing that this Staggs Situation (the new name for this!) is part of a bigger movement for effect. Care to comment there?
Originally Posted By leemac <<You make this seem like he's being groomed, Lee... ...which I've heard is a possibility, but other things and options available... seeing that this Staggs Situation (the new name for this!) is part of a bigger movement for effect. >> Other options? Like who? For over a quarter of a century two CEOs have done everything possible to squash any attempts by the board or shareholders to have a proper succession plan. There is no internal candidate except for Staggs. Absolutely none. Tom is Iger's first (and only) choice to succeed him. Whether the board agree only they know.
Originally Posted By Spirit of 74 >>Eisner shouldn't have been criticized for trying to control costs. But he did go overboard and did blame folks who were doing things the right way (Baxter and Co in Paris). The result has been small, underwhelming parks that open and no one shows up and then they spend billions to fix them.<< <<A very unfortunate history. There's not much more to say, that hasn't already. It's unfortunate. This was a case where WDI was blamed unfairly for many bad decisions, not just hotels, not just climate, culture, economy, etc. It was a perfect storm of problems. WDI included. The after-shocks though are what is really sad to think about, especially domestically.>> Indeed, I just feel like WDI was never the same after Euro Disney opened, Disney's America didn't and Frank Wells died way too soon. They stopped taking chances. People got power who shouldn't have. Bad projects were approved. Good ones became coffee table book (and now, fan site) fodder. Even great work that got done all had caveats. TDS gets built, but it's using OLC's money, done grudgingly from Disney's standpoint as they were on a movie studio park binge and then they fired most of the people involved including the key creatives. DAK got built with a huge chunk (that was and still is needed) missing, another piece was delayed and then opened with a dumbed down attraction etc. The place hasn't been the same. I look at WWoHP and wonder if Disney is even capable of that level of work anymore. <<Still, they were given a lot of respect and breathing room thereafter. It was more an issue of the development group coming in and diluting/misdirecting the organization.>> I don't disagree. I just find the blame game a wasted effort. It's 20freaking11 and we're still saying the same. Where's the changes? Where's WDI being allowed the creative freedom to do amazing work without burning through money faster than an NBA player? I guess what I'm asking again is where is the leadership? I don't see it anywhere in the company. If I'm Bob Iger or Tom Staggs and I see WWoHP then my first question is 'WTF isn't this the type of work we're doing?' (note the 'W' stands for why in my use of the kiddies term 'WTF' before you go 'WTF does the Spirit mean?') Simple omnimover dark rides like Mermaid (you know, the kind they should have been adding every 5-6 years) and spinners and mine train coasters that have major issues (even though they're simple rides really) are the best you can come up with ... oh, and reprogrammed sims now in 3D?!?! Really Glendale?! ... Really ... seriously? Is it really all about fooling guests now? Milking the parks for all they're worth in the short term? Smoke, mirrors, pixie dust and MAGIC? And why might you want to do that? Could there be something else at play? >>Wouldn't it have been better to simply spend $2-3 billion on DCA to begin with? Or build HKDL with the 60% of the original 'menu' that got lopped off? Or built BK and Asia from Day 1 at DAK?<< <<Of course, but that wasn't en vouge in the strategic thinking of the company. There were too many other distractions for growth outside WDP&R. (Sorry Lee) Spirit, please don't use the expression of 'menu' in conversation with me again. That way of thinking/talking drives me up the wall. ... Menu, pft.>> Sorry, Mike. I hate the term 'menu' (don't even like roster much), but sadly it is used. I actually recall the first time I read it in a forwarded email in the late 90s ... it was during the planning for HKDL and asked something to the effect 'what can we repurpose from DAK's menu?' ... I think that's how FoTLK wound up there (and I know originally there were plans for bringing over the Boneyard, a CTX/RnRC hyrbrid and ITtBaB too). But it just bothered me because I remember telling a friend that it was like going into a Chinese restaurant where you choose two items from Column A and two items from Column B. Just didn't seem like the way you fleshed out the first MK in China ... but, again, what do I know?
Originally Posted By Spirit of 74 <<I'd defend Kevin until the day I die. He is one of the finest imagineers that the company has ever had. Immensely passionate about the parks and a darn good show writer. He virtually created TSMM from scratch with Robert Coltrin. His original concept for CarsLand is some of the finest concept work I've ever seen. Sadly it will never see the light of day.>> Oh don't worry, Lee ... (btw, I've also heard the same about Kevin's work on CarsLand) ... all that art will get thrown out in about 5-6 years when they decide to put out another WDI coffee table book update. (I think much of what they'll show at D23 in August will find its way into it as well!) :-(
