Conflict & Common Sense:
A review of Harvard Business Review’s Interview With Michael Eisner
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Although you might not have been aware it, the Disney corporation of today is very different than the company we once knew as being synonymous with Mickey Mouse and the Walt Disney’s creative mind. Today the Disney corporation is very large corporation and media juggernaut. Disney now owns the
ESPN and ABC Networks. This $23 billion dollar empire now has theme parks in Europe, Florida, California, Japan and China. Every day the creative minds at
Disney create new assets out of their imaginations. The idea that started out as a sketch of our cartoon mouse and which eventually captured the imaginations and hearts of millions of Americans is now a global empire. And as you can imagine, it takes alot of magic behind the scenes to keep the levels of bureaucracy down and the amount of creativity up. And although
Disney’s CEO Michael Eisner likes to graciously praise his cast members for the success of the “Magic Kingdom” there are still profound lessons in leadership that can be learned from the leader of the “Magic Kingdom.” How is creativity sustained? How is the company morale kept high? How is profitability achieved consistently across a landscape of entertainment networks so vast? How is top leadership held accountable? With so much do during a company so large, how does one know where to begin? And where did Michael Eisner come from?
Where did Michael Eisner come from?
Before becoming the CEO of
Disney, Michael Eisner was known primarily as a creative genius. In the 1970s he orchestrated an unbelievable turn-around at the aimless and struggling ABC network. He was instrumental in the creation and production of soap opera, One Life To Live, the sitcom Happy Days and Welcome Back and the famous miniseries Rich Man, Poor Man and Roots. In the 1980s Michael Eisner again worked a tremendous turnaround by righting the ship at Paramount Pictures in part by developing Indiana Jones: Raiders of the Lost Ark, and Saturday Night Fever.
How is creative thinking fostered and sustained?
Eisner believes that discipline is absolutely essential to foster sustainable levels of creativity. During his interview with the Harvard Business review Eisner actually said, “Discipline is good for the creative process, and time limits are good. An infinite amount of time to do a project does not always make it creatively better. The image of an artist being temperamental and acting like a 16-month-old child is usually false. It’s cliche that we’ve help perpetrate in the movie business. Artists are always depicted as crazies. But in reality, insane artists are rare. In fact some of the most creative people I’ve ever met – Steven Spielberg,
George Lucas, I.M. Pei, Frank Stella and Frank Gehry, just to name a few – are the most organized, mature individuals you’ll ever meet. Not many creative people have the urge to cut off an ear.”
Eisner also attributes Disney’s dedication to keeping its’ movies in “good taste” to the high-levels of creativity continually produced at Disney. He believes strongly that being forced to adhere to quality and content standards has forced Disney to seek out high quality entertainment and rich story lines versus the lowest common denominator humor, violence and entertainment that is so popular in most hollywood productions today.
It might sound hard to believe with billions of dollars always at stake, but Eisner tries to keep things loose at Disney. He believes that a high-level of candor, humor, energy and enthusiasm is needed to consistently produce quality entertainment.
What are some of main roles that Eisner has to play as Disney‘s CEO?
Eisner seems to enjoy it, but he seems to believe that his job is nudge people through the bureaucracy, the procrastination and into productivity. He says, “I follow up and follow up because good ideas have a way of getting lost. They fall through the cracks, or they get mired in bureaucracy, and everyone is busy in their own orbit. So I nudge. Sometimes all that good ieads or good people need is an advocate who won’t shut up…Yes, sometimes you have to nudge people for years, literally. A lot of projects, especially in this business, take a long time. Beverly ills Cop took eight years to make at Paramount.”
After reading up on Michael Eisner and his take on what is required of him as CEO of Disney, I am inspired and in awe at the simplicity of his message and the passion with which he delivers it. Eisner is sincerely motivated to keep disney headed in the right direction by keep the content clean, relevant, creative and inspirational. He is very aware that Disney’s biggest assets are mined out of the minds of its “cast” (employees) everyday. He is aware of how the creative process works and how to sustainability prod creative people to produce amazing content year after year. It appears that Eisner truly understands that practical action steps that are required to make the “magic” happen at Disney.
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posted Wednesday, August 11th, 2010
posted under: Blog, Entrepreneurship 101
