Disney is one of the most recognizable and influential entertainment companies in the world. Its movies, theme parks, and merchandise generate billions in revenue and capture the imaginations of millions. But the company's rise to its current dominant position wasn't always assured. In the early 2000s, Disney was struggling creatively and financially when Robert Iger took over as CEO in 2005.
In "The Ride of a Lifetime," Iger recounts his journey from a lower-middle-class upbringing to becoming the CEO of Disney. He shares the leadership lessons he learned along the way and provides an inside look at Disney's transformation under his tenure. Through a series of bold acquisitions and strategic moves, Iger revitalized Disney's animation studios, expanded into new markets, and positioned the company for success in the digital streaming era.
This book offers valuable insights into leadership, innovation, and navigating change in a rapidly evolving industry. Iger's story demonstrates the importance of taking calculated risks, fostering creativity, and adapting to new technologies. Whether you're a Disney fan, an aspiring business leader, or simply interested in the entertainment industry, "The Ride of a Lifetime" provides an engaging and informative look at one of the world's most beloved companies.
Early Life and Career Beginnings
A Father's Influence
Robert Iger's journey to becoming Disney's CEO began in his childhood home in Oceanside, Long Island. Growing up in a working-class family, Iger was profoundly shaped by his parents, particularly his father. Despite being a warm and loving presence, Iger's mother played a less influential role in his development compared to his father.
Iger's father was a complex figure - a graduate of the prestigious Wharton business school and a World War II Navy veteran who later worked in advertising. While intelligent and gifted, he struggled with self-doubt and was later diagnosed with manic depression. However, his lasting impact on Iger was nurturing a deep sense of curiosity and a love for learning.
The family home was filled with books by great American authors like Mark Twain, Faulkner, and Hemingway. Iger's father encouraged political discussions and emphasized the importance of using time productively for self-improvement. This instilled in young Robert a strong work ethic and a desire for continuous personal growth.
Iger took these lessons to heart, applying himself diligently to various pursuits. He delivered newspapers to earn extra money, learned to fix household appliances, and devoured the New York Times daily. This self-reliance and dedication became hallmarks of his character, driven in part by a fear of experiencing the same sense of failure that seemed to haunt his father.
Years later, after becoming Disney's CEO, Iger took his father out to lunch in New York. In a poignant moment, he expressed his gratitude for everything his parents had done for him. Iger hoped this acknowledgment might help alleviate his father's feelings of inadequacy, recognizing that many of the traits that led to his own success were inherited from his father.
A Lucky Break into Television
Iger's entry into the television industry came through an unexpected opportunity. In 1974, his uncle Bob was recovering from surgery in a Manhattan hospital. By chance, he shared a room with a low-level executive from ABC (American Broadcasting Company), one of the country's leading TV networks.
The ABC executive, perhaps motivated by a desire to impress, spoke at length about his supposed influence within the company. Iger's uncle mentioned that his 23-year-old nephew was job hunting, and the executive provided his contact information.
When Iger called, the executive, likely realizing he had oversold his position, pulled some strings to arrange an interview for Iger in ABC's small production services department. This stroke of luck landed Iger his first job in television.
The position was far from glamorous. Paying just $150 a week, it involved showing up wherever needed and handling various tasks, no matter how menial. Iger's days often began at 4:30 am, arranging sets, coordinating with carpenters and electricians, and running errands.
One memorable assignment came in the fall of 1978 when Iger worked on The Main Event, a televised Frank Sinatra concert in New York City. Tasked with buying mouthwash for Sinatra, Iger returned with a bottle of Listerine and had a brief encounter with the legendary singer. Sinatra thanked him with a $100 bill and a golden cigarette lighter - a small but meaningful moment for the young Iger.
This entry-level position, while unglamorous, provided Iger with valuable experience and connections within the industry. It led to an opportunity to work at ABC Sports, the network's most profitable division. This move marked a significant step up in Iger's career trajectory.
At ABC Sports, Iger entered a world vastly different from his previous role. His new colleagues wore designer suits, socialized with celebrities and athletes, and enjoyed lavish business lunches. During his time with the division, Iger experienced a taste of luxury, flying on the Concorde, dining in Paris, and driving sports cars in Monaco.
More importantly, Iger's time at ABC Sports provided him with invaluable mentorship and learning opportunities. He worked under Roone Arledge, a pioneering sports journalist known for embracing new technologies like reverse-angle cameras and slow-motion replays. Arledge imparted a crucial lesson to Iger: to survive and thrive in business, one must always stay ahead of the curve and be willing to innovate.
These early experiences at ABC laid the foundation for Iger's future success, teaching him the importance of hard work, adaptability, and embracing technological advancements - lessons that would serve him well throughout his career.
Rising Through the Ranks at ABC
A Pivotal Career Decision
In March 1985, at the age of 34, Iger had just been promoted to vice president of ABC Sports. However, this promotion coincided with a major change in the company's ownership. Capital Cities Communications, a smaller media company, acquired ABC for $3.5 billion.
The new ownership brought significant changes to ABC Sports. Many of the perks that employees had enjoyed were stripped away. Chauffeured limousines disappeared, expense accounts were reduced, and first-class travel became a thing of the past. While these changes didn't particularly bother Iger, he was concerned about the appointment of an outsider, Dennis Swanson, to head his department.
Feeling frustrated and considering quitting, Iger met with ABC's president Dan Burke. To Iger's surprise, instead of accepting his resignation, Burke offered him a promotion to senior vice president of programming if he agreed to stay. This moment represented a crucial inflection point in Iger's career. His decision to remain at ABC turned out to be one of the best choices he ever made.
Thriving Under New Leadership
Iger's new boss, Dennis Swanson, proved to be an excellent leader. Swanson was amiable, energetic, and infectiously optimistic. Like Burke and Cap Cities' chairman Tom Murphy, Swanson believed in delegating decisions to his team. As long as budgetary restrictions were followed, senior staff like Iger were given significant autonomy in their projects.
This management style allowed Iger to flourish. He was able to take on more responsibility and showcase his leadership skills. A defining moment came in 1988 when Iger was put in charge of ABC Sports' coverage of the Calgary Winter Olympics.
The Calgary Olympics presented unexpected challenges when warm Chinook winds caused snow and ice to melt, disrupting many events. Faced with potential disaster, Iger demonstrated his ability to think on his feet and adapt to changing circumstances. He directed ABC's camera crews to seek out human interest stories around Calgary to fill airtime when Olympic events were canceled.
This improvised approach led to memorable coverage of stories like the Jamaican bobsleigh team and Eddie "The Eagle" Edwards, an eccentric British ski jumper. Despite the setbacks, the Olympics coverage achieved historically high ratings, largely due to Iger's quick thinking and creative problem-solving.
Promotion to ABC Entertainment
Iger's successful handling of the Calgary Olympics coverage caught the attention of ABC's leadership. As a reward for his performance, he was promoted to president of ABC's entire entertainment division. This new role presented Iger with fresh challenges and opportunities to further prove his leadership abilities.
Upon taking the position in Los Angeles, Iger faced the daunting task of deciding on ABC's lineup for the 1989-1990 television season. The network was losing ground to its rival NBC and desperately needed a hit show to turn things around.
Iger found himself in unfamiliar territory. He didn't fully understand the intricacies of Hollywood's entertainment industry, and many of the creatives under his supervision viewed him as an outsider from New York. However, Iger approached this challenge with the same determination and adaptability that had served him well in his previous roles.
He recognized that effective leadership requires a balance of humility and decisiveness. Iger wasn't afraid to ask questions and admit when he didn't understand something, but he also knew that he needed to make tough decisions to move the network forward.
One of Iger's most significant decisions during this time was to greenlight the television series "Twin Peaks." Created by David Lynch, known for his surreal and unconventional films, "Twin Peaks" was a risky proposition for prime-time television. Many of ABC's creative directors admired Lynch's work but doubted its potential for mainstream success.
Iger, however, saw an opportunity to differentiate ABC in an increasingly competitive media landscape. He recognized that with the rise of cable channels, video games, and VCRs, networks needed to offer unique, attention-grabbing content to retain viewers. "Twin Peaks," with its offbeat style and intriguing mystery, fit the bill perfectly.
The decision to air "Twin Peaks" proved to be a smart move, at least initially. The pilot episode, broadcast on April 8, 1990, drew an impressive 35 million viewers, making it one of ABC's most successful shows in years. While viewership declined as the series progressed and the plot became more convoluted, the initial success of "Twin Peaks" had a lasting impact on Iger's career.
By taking such a bold risk, Iger caught the attention of both the media and Hollywood's creative community. He began receiving calls from renowned filmmakers like Steven Spielberg and George Lucas, eager to discuss potential projects. This moment marked a turning point in Iger's career, cementing his reputation as a forward-thinking executive willing to take calculated risks on innovative content.
The "Twin Peaks" decision exemplified Iger's approach to leadership: a combination of careful consideration, willingness to take risks, and an understanding of changing market dynamics. These qualities would continue to serve him well as he climbed the corporate ladder and eventually took the reins at Disney.
The Disney Years Begin
Merger and New Challenges
Iger's success at ABC did not go unnoticed. In September 1994, he was promoted to Chief Operating Officer (COO) of the network. However, this achievement was soon overshadowed by major changes in the media landscape. Just six months after Iger's promotion, Michael Eisner, the CEO of Disney, began exploring the possibility of acquiring ABC.
In January 1996, Disney and ABC merged in a deal worth $19.5 billion. This merger came at a crucial time for Disney. While the company had experienced a string of successes in the late 1980s with hit animated films like "The Little Mermaid" and "The Lion King," and Eisner had expanded Disney's theme parks and resorts, by the mid-1990s, the entertainment giant was facing challenges.
Disney's renowned animation unit had lost its creative edge, producing a series of expensive flops. The acquisition of ABC and its assets, including the cable sports channel ESPN, provided Disney with much-needed diversification and financial stability as it worked to rejuvenate its core business.
As part of the merger agreement, Iger was given a new five-year contract and put in charge of Disney's media division. This transition marked the beginning of Iger's tenure at Disney, but it would prove to be a challenging period in his career.
Cultural Clash and Corporate Struggles
Iger found the corporate culture at Disney vastly different from what he had experienced at ABC. Under the leadership of Tom Murphy and Dan Burke, ABC had fostered an open, decentralized structure that encouraged independence and initiative. As long as executives adhered to budgets and behaved ethically, they were given considerable autonomy in decision-making.
Disney, on the other hand, operated under a much more centralized and bureaucratic system. Every significant decision had to be vetted by the Strategic Planning unit, a department staffed with MBA graduates from top business schools. Projects would only receive approval after extensive financial analysis and personal sign-off from CEO Michael Eisner.
This stark contrast in management styles made Iger's first years at Disney some of the most challenging and unproductive of his career. He struggled to adapt to the new corporate environment and found his ability to make decisions and drive initiatives severely constrained.
Adding to the difficulties was a leadership vacuum at the top of Disney. Frank Wells, Eisner's trusted deputy, had died in a helicopter crash in 1994, and the position had remained unfilled until the merger. To fill this gap, Eisner hired Michael Ovitz, the founder of the influential Hollywood talent agency CAA, as Disney's new president.
However, Ovitz's tenure was short-lived and problematic. Despite his success as a talent agent, Ovitz struggled in his role as a corporate executive. He displayed poor management skills, often interrupting meetings to take phone calls, failing to read important reports, and showing little interest in the day-to-day operations of the company.
For Iger, observing Ovitz's shortcomings provided valuable, if negative, lessons in leadership. He recognized that effective leadership requires attentiveness, willingness to engage in all aspects of the business (even the less exciting ones), and a genuine commitment to solving problems and supporting team members.
These early years at Disney, while challenging, were formative for Iger. They gave him insight into the company's strengths and weaknesses, and helped him develop a vision for how Disney could be improved and revitalized. The lessons he learned during this period would prove invaluable when he eventually took the reins as CEO.
The Path to CEO
Unexpected Promotion and Looming Challenges
In September 1999, Iger's career at Disney took an unexpected turn. Frustrated with the company's rigid corporate structure and considering leaving, Iger was called to a meeting with CEO Michael Eisner. Given Eisner's previous statement to Tom Murphy that he would never consider Iger as his successor, Iger was convinced he was about to be fired.
To his surprise, Eisner instead offered Iger a promotion to Chief Operating Officer (COO) and a seat on Disney's board of directors. This promotion made Iger the official second-in-command at Disney and positioned him as a potential successor to Eisner. It was a testament to Iger's consistent performance and ability to navigate the complex corporate environment at Disney.
However, Iger's new position came with significant challenges. Disney was struggling to adapt to the rapidly changing media landscape, and its only real lifeline was its relationship with Steve Jobs and Pixar Animation Studios.
The Pixar Partnership and Growing Tensions
Pixar had become Disney's most successful creative partner. The two companies had entered into an agreement in the mid-1990s to co-produce, market, and distribute five movies. The partnership had started brilliantly with the release of "Toy Story" in 1995, the first full-length digitally animated feature film. The movie was a massive hit, grossing over $400 million worldwide. Subsequent releases like "A Bug's Life" (1998) and "Monsters, Inc." (2001) brought in an additional $600 million.
However, tensions between Disney and Pixar began to mount during the development of "Toy Story 2." The original plan was to release it directly to video, but as production costs increased, it was decided to release it in theaters. This led to a disagreement between Steve Jobs and Michael Eisner over whether the film should count towards Pixar's five-movie commitment to Disney.
The Impact of September 11 and Financial Struggles
The strained relationship with Pixar was further complicated by external events. The September 11, 2001 terrorist attacks had a profound impact on the global economy, including the entertainment industry. The stock market plummeted, forcing Disney's largest shareholder, the Bass family, to sell 135 million shares worth $2 billion. Additionally, the sharp downturn in global tourism severely affected Disney's theme park revenue.
These financial pressures led Eisner to make increasingly desperate decisions. In an attempt to maximize Disney's deal with Pixar, he took a hard line in negotiations with Steve Jobs. This approach backfired spectacularly. Jobs, known for his strong personality and dislike of bullying tactics, publicly announced in early 2004 that Pixar would never work with Disney again.
Shareholder Revolt and Eisner's Downfall
Weeks after Jobs' announcement, Disney faced a shareholder revolt. At the company's annual meeting, 43 percent of shareholders withheld their support for Eisner. This unprecedented show of no confidence made Eisner's position as CEO untenable.
The combination of creative struggles, financial difficulties, the loss of the crucial Pixar partnership, and the shareholder revolt created a perfect storm that would ultimately lead to Eisner's departure. The question now was who would succeed him and lead Disney out of this crisis.
Iger's Campaign for CEO
With Eisner's position weakened, Iger saw an opportunity to make his case for the top job. However, he faced significant skepticism. Many on the Disney board and among the company's shareholders viewed Iger as Eisner's deputy and were hesitant to promote someone they saw as part of the old guard.
Recognizing the need for a fresh approach, Iger sought the help of Scott Miller, a Los Angeles-based political consultant and brand manager he knew from his time at ABC. Miller advised Iger to treat his bid for the CEO position as a political campaign, focusing on winning the "soul of the brand."
Following Miller's advice, Iger developed a clear set of strategic priorities for Disney. This became his pitch to the board and shareholders:
Focus on creating high-quality, memorable content: Iger argued that in an increasingly crowded entertainment landscape, Disney needed to double down on creating exceptional movies and characters that would cut through the noise and capture consumers' attention.
Embrace new technologies: This meant not only using technology to create innovative products but also leveraging it for more effective distribution. Iger recognized that Disney needed to make its content more accessible through digital and mobile platforms to remain relevant.
Global expansion: Iger proposed that Disney should become a truly global company, tapping into emerging markets like India and China. He argued that this would not only help Disney grow but also force the company to create new types of content, preventing stagnation.
This clear vision for Disney's future, combined with Iger's track record and deep understanding of the company, proved persuasive. In March 2005, Disney's board made its decision, and Iger received the call he had been hoping for - he was to become Disney's new CEO.
Iger's ascension to CEO marked the beginning of a new era for Disney. His strategic vision, willingness to embrace change, and ability to navigate complex corporate politics would prove crucial in the coming years as he worked to revitalize the company and restore its position as a leader in the entertainment industry.
Revitalizing Disney
Repairing the Pixar Relationship
One of Iger's first priorities as CEO was to mend the broken relationship with Pixar. He recognized that Pixar's creative output was crucial to Disney's future success in animation. Shortly after becoming CEO, Iger reached out to Steve Jobs, but the initial conversation was frosty. Jobs offered a deal that was heavily skewed in Pixar's favor - Disney would relinquish sequel rights to all Disney-Pixar collaborations in exchange for a mere 10% stake in Pixar.
Iger knew this deal was unacceptable, but he had a bolder idea - to acquire Pixar outright. This proposal initially met with skepticism from Disney's board. Pixar was valued at $6 billion, and Jobs, who owned half the company's stock, was known for his animosity towards Disney. The board doubted that Jobs would ever agree to sell.
However, Iger was convinced this was the only way forward. He had noticed a troubling trend at the opening of Hong Kong Disneyland in 2005. While characters from Disney's renaissance period of the early 1990s and from Disney-Pixar collaborations were prominently featured, there wasn't a single Disney character from the previous decade. This observation highlighted the creative drought Disney's animation studio had been experiencing.
The numbers told a similar story. Over the past decade, Disney had invested $1 billion in new animated movies and lost $400 million, while Pixar had consistently produced hit after hit. Iger recognized that Pixar's success was largely due to the innovative work of its technological and creative heads, John Lasseter and Ed Catmull. He believed that bringing their expertise into Disney was crucial for the company's future in animation.
In a bold move, Iger called Jobs from his driveway one evening to propose the idea of Disney acquiring Pixar. To Iger's surprise, Jobs didn't immediately dismiss the idea. By early 2006, a deal had been negotiated. Disney would acquire Pixar for $6.4 billion, with the condition that Lasseter and Catmull would be guaranteed creative freedom and independence. In return, Disney would gain the rights to Pixar's output, technology, and expertise.
This acquisition proved to be a turning point for Disney's animation division. Under the influence of Pixar's creative team, Disney Animation Studios experienced a renaissance, producing a string of critically acclaimed and commercially successful films. The Disney-Pixar partnership has since produced numerous blockbusters, including "Toy Story 3," "Ratatouille," and "The Incredibles," cementing Disney's position as a leader in animated entertainment.
The Marvel Acquisition
With the Pixar acquisition successfully completed and Disney's animation division revitalized, Iger set his sights on further expanding the company's content portfolio. His next target was Marvel Entertainment, a company with a vast library of beloved comic book characters.
Marvel had struggled financially for years, but Iger recognized the immense potential in its intellectual property. He saw how Marvel's characters could be leveraged across Disney's various platforms - from movies and TV shows to theme park attractions and merchandise.
However, acquiring Marvel presented its own set of challenges. The company's controlling shareholder was Ike Perlmutter, a notoriously tough and reclusive businessman. Convincing Perlmutter to sell would require careful negotiation and a strong pitch.
Iger turned to an unlikely ally for help - Steve Jobs. Despite Jobs' personal dislike for comic books, he agreed to assist Iger by personally vouching for his integrity to Perlmutter. This endorsement from one of the tech industry's most respected figures helped pave the way for negotiations.
On August 31, 2009, Disney announced its acquisition of Marvel for just over $4 billion. The deal was met with skepticism by many industry observers. Critics pointed out that the rights to some of Marvel's most famous characters, such as Spider-Man, X-Men, and The Incredible Hulk, were already licensed to other studios.
But Iger had a different vision. He believed that Marvel's vast catalog contained more than enough compelling characters and stories to create successful franchises, even without access to its most well-known properties.
Time has proven Iger's instincts correct. Since the acquisition, Disney has produced a string of hugely successful Marvel movies, culminating in "Avengers: Endgame," which grossed over $2 billion at the box office. On average, Disney's Marvel productions have grossed around $1 billion each, making the $4 billion acquisition price seem like a bargain in retrospect.
Beyond the financial success, the Marvel acquisition has allowed Disney to have a significant cultural impact. For instance, the release of "Black Panther" in 2018 was hailed as a landmark moment in representation, featuring a predominantly black cast in a big-budget superhero movie. The film not only performed exceptionally well at the box office but also sparked important conversations about diversity and representation in Hollywood.
The success of the Marvel acquisition demonstrated Iger's ability to identify valuable properties, negotiate complex deals, and successfully integrate new brands into the Disney ecosystem. It also showcased his vision for Disney as not just an entertainment company, but a cultural force capable of shaping global conversations.
Embracing the Digital Future
The Streaming Revolution
As Disney continued to expand its content portfolio through acquisitions, Iger recognized that the way people consumed entertainment was rapidly changing. The rise of streaming services like Netflix was disrupting traditional models of content distribution. Iger knew that for Disney to remain relevant and successful, it needed to adapt to this new landscape.
Iger's approach to this challenge was guided by the lesson he had learned early in his career from Roone Arledge: innovate or die. He understood that Disney needed to not only create great content but also find new ways to deliver that content directly to consumers.
The BAMTech Acquisition
In August 2016, Disney made a strategic move by acquiring a 33% stake in BAMTech Media for $1 billion. BAMTech was a streaming technology company that had originally been developed to stream baseball games. It had gained a reputation for its robust and scalable streaming platform, having successfully handled the streaming of HBO's "Game of Thrones."
This acquisition was a clear signal of Disney's intentions to enter the streaming market. Rather than trying to build a streaming platform from scratch - a process that would have been time-consuming and expensive - Disney opted to buy into existing technology that had already proven its capabilities.
Launch of ESPN+ and Disney+
Using BAMTech's technology, Disney launched ESPN+ in 2018, a sports-focused streaming service. This was followed by the announcement of Disney+, a more comprehensive streaming platform set to launch in late 2019.
Disney+ was designed to be the exclusive streaming home for all Disney-owned content. This meant that Disney would be pulling its content from other streaming services like Netflix, foregoing hundreds of millions of dollars in annual licensing fees. While this decision had short-term financial implications, Iger saw it as a necessary step to position Disney for long-term success in the digital age.
The launch of these streaming services represented a fundamental shift in Disney's business model. Instead of relying on intermediaries like movie theaters and cable networks to distribute its content, Disney would now have a direct relationship with its consumers. This direct-to-consumer approach would allow Disney to better understand its audience, tailor its content offerings, and create a more personalized entertainment experience.
The 21st Century Fox Merger
To further bolster its content library for the streaming era, Iger orchestrated another major deal in March 2019 - a merger with 21st Century Fox worth approximately $52 billion. This acquisition brought a vast array of valuable content under the Disney umbrella, including popular franchises like X-Men and Fantastic Four, as well as the distribution rights to the original Star Wars trilogy.
The Fox merger, combined with Disney's existing properties from Marvel, Pixar, and Lucasfilm, gave Disney an unparalleled content library to populate its streaming service. This wealth of content, spanning multiple genres and appealing to various demographics, positioned Disney+ as a formidable competitor in the streaming market from day one.
Looking to the Future
Iger's strategy of investing heavily in both content creation and distribution technology has set Disney up for success in the digital age. By owning both the content and the means of distribution, Disney has positioned itself to be less vulnerable to the whims of third-party platforms or changing consumer habits.
The launch of Disney+ and the company's other streaming initiatives represent more than just a new revenue stream - they signify a wholesale reinvention of how Disney operates. In this new model, Disney can deliver its content directly to consumers, gather valuable data on viewing habits, and use this information to inform future content creation and business decisions.
While the transition to streaming involves significant short-term costs and disruption to existing business models, Iger believes it is essential for Disney's long-term success. By embracing this change and leading the charge into the streaming era, Iger has helped ensure that Disney remains at the forefront of the entertainment industry, well-positioned to thrive in an increasingly digital world.
Conclusion
Robert Iger's tenure as CEO of Disney has been marked by bold decisions, strategic acquisitions, and a willingness to embrace change. From his early days at ABC to his leadership of one of the world's largest entertainment companies, Iger has consistently demonstrated the qualities that make an effective leader in a rapidly evolving industry.
Key lessons from Iger's career and leadership style include:
Embrace innovation: Throughout his career, Iger has emphasized the importance of staying ahead of technological and cultural trends. From green-lighting unconventional TV shows to pushing Disney into the streaming era, Iger has shown that innovation is crucial for long-term success.
Take calculated risks: Whether it was acquiring Pixar, Marvel, or 21st Century Fox, or launching Disney's own streaming services, Iger has not shied away from making big, potentially risky moves when he believed they were necessary for the company's future.
Focus on quality content: Iger consistently emphasized the importance of creating high-quality, memorable content. He recognized that in an increasingly crowded media landscape, standout content is key to capturing and retaining audience attention.
Think globally: Under Iger's leadership, Disney expanded its global reach, recognizing the importance of emerging markets and diverse content for a global audience.
Adapt to changing consumer behaviors: Iger's push into streaming demonstrates his understanding that companies must evolve with changing consumer preferences to remain relevant.
Foster creativity while maintaining fiscal responsibility: Iger managed to balance the need for creative freedom with the realities of running a large, publicly-traded company.
Value relationships: From repairing the relationship with Steve Jobs and Pixar to negotiating complex acquisitions, Iger's ability to build and maintain relationships has been crucial to his success.
Under Iger's leadership, Disney has transformed from a company facing significant challenges to a dominant force in the global entertainment industry. By revitalizing Disney's animation studios, acquiring valuable properties like Pixar, Marvel, and 21st Century Fox, and pivoting towards a direct-to-consumer model with its streaming services, Iger has positioned Disney for continued success in the digital age.
Iger's story, as told in "The Ride of a Lifetime," offers valuable insights for leaders in any industry. It demonstrates the importance of vision, adaptability, and courage in navigating a rapidly changing business landscape. As the entertainment industry continues to evolve, the lessons from Iger's tenure at Disney will undoubtedly continue to resonate and inspire future generations of business leaders.