Familyandtrends

Iger and his Walt Disney at the Judgement of Time

 Il presidente e amministratore delegato della Walt Disney Company Robert A. Iger.  EPA/MICHAEL REYNOLDS

4' min read

Translated by AI
Versione italiana

4' min read

Translated by AI
Versione italiana

In December 2022, familyandtrends had analysed the return of Bob Iger at the helm of Disney was not just a change of CEO, but an attempt to return to the entrepreneurial essence designed by Walt himself. At the time, The Economist argued that the problem was the 'storyline', i.e. the streaming and content crisis, and that calling back a 'star from the past' would solve nothing. It was not only the prestigious British magazine that thought so. familyandtrends had then thought that The Economist and other experts were wrong; let's see what has happened in the past three years.

Since his arrival on 20 November 2022, Iger has dismantled the bureaucratic structure created by Chapek, the previous CEO, where Disney Media and Entertainment Distribution separated those who create from those who sell, and put creativity back at the centre just as in the design of Walt's entrepreneurial essence. On the first day of his return to lead the company he wrote to employees "I will work to put things back in place so that we honour and respect creativity as the heart and soul of who we are... I firmly believe that story creation is what gives life to this company and that is the centre of how we should organise the company." He has done that.

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The first confirmation came from the cinema, the engine of the Entrepreneurial Essence that Walt charted in 1957. Iger reduced the number of Marvel and Star Wars films to return to making fewer but better titles in terms of creative quality. In 2024 Inside Out 2 surpassed $1 billion at the box office, marking not only the revival of Pixar but also the return of film as the primary source of creativity; a source that fuels the business, from parks to merchandising. In Iger's words, "every creative success generates economic value for years.

The second confirmation came from streaming. In 2023 Disney+ and Hulu were merged into one platform, with the aim no longer to grow at any cost but to become profitable. In 2025 the direct-to-consumer segment recorded three consecutive profitable quarters. Iger thus transformed streaming from an end to a means, something similar Walt did with TV in the 1950s: not to sell advertising, but to support films and parks.

The third confirmation came from the parks, which once again became the physical crowning glory of the Disney world. With $60 billion of investment over 10 years announced in 2023, Iger relaunched the dimension where the creativity of the Studios is unleashed and where characters take shape and give plastic meaning to Walt's vision: 'out of dreams must come a place'.

While strengthening the creative core, Iger also reorganised the outline areas, merchandising, licensing and digital commerce, making them consistent with the entrepreneurial essence. The integration of ShopDisney and Disney+ is the digital evolution of the merchandising that used to live in department stores or comic books: each product is an extension of the story, a further meeting point between the creativity of the Studios and the customer, it is never just a gadget.

Music and publishing communication has also adapted: less paper and CDs, more digital storytelling and celebration of 100 years in 2023 as a moment of shared identity.

But the most 'Waltian' move was perhaps the least visible: reactivating the arrows. Those lines that in the 1957 design connected films, TV, comics, parks, merchandising, etc. Iger rebuilt the network of connections; he re-empowered the creatives, integrated the divisions and recreated the circular flow between content, platform, experience and product. As Jan Rivkin, continuing Porter's studies, has shown, it is the combination of these resources put together that creates a competitive advantage; without the connections, the advantage would be easily and quickly copied.

Of course, Iger has also had to decide what to keep and what to adapt to a competitive environment that has changed profoundly since 1957: the new arrows are gaming, data and artificial intelligence. The $1.5 billion investment in Epic Games, announced in February 2024, opens up a new space where Disney characters also live in a new virtual Disneyland.

Just as Walt stamped the entrepreneurial essence into Disney, just as his brother Roy defended it when a group of managers were damaging it by forgetting the Studios, Iger is guarding it and adapting it to the changed competitive environment.

Although it has still been a few years to assess the path, the numbers seem to give Iger reason: turnover has grown from 67 billion in 21 to 91.4 in 24, net profit from 2 to 5 billion. The stock market, however, seems less enthusiastic since Iger's return, the share price has risen by around 20%, much less than the S&P500; the protection and evolution of the entrepreneurial essence is for the long term: time will be a gentleman here too.

*Professor of Family Business Strategy - University of Turin -bernardo.bertoldi@unito.it

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