Grabnar
Platinum Member
- Aug 5, 2018
- 1,975
- 6,064
They've certainly made the company unwieldy. Ignoring the unfillable maw that is Shareholder Returns, I think it's at least partially a culture issue; with so many moving parts they're inevitably going to compete and sabotage each other, intentionally or not, without leaders in place to help mitigate that. Eisner did not place leaders in charge that promoted a collaborative culture, and with so many acquisitions I think that Iger has created a similar situation.Eisner's theme park/resort highs were significantly higher than Iger's have been.
I'd even say 1986ish through 1998ish was WDW at its very peak in terms of expansion, creativity, and the overall quality of the guest experience.
Until recently, I would have given Iger credit purely on the business side for his acquisitions... but I'm now quite unconvinced that most of those acquisitions will ultimately prove to have been good for the company in the long run.