A Case Synopsis: Bob Iger: Disney's Fun King
Case Synopsis: Bob Iger: Disney’s Fun King
After a messy governance struggle in 2005, Bog Iger replaced Michael Eisner as CEO of Disney. Under Iger’s leadership, company earnings nearly doubled and the stock price rose by 80%, thus pulling the company out the rut in which it was stuck.
Iger’s career began with an entry-level studio supervisor position at ABC, where he began his upward progression through the company. ABC was acquired by Cap Cities in 1985 and soon Iger was appointed to the top job in that company, replacing then CEO Tom Murphy. When Disney acquired Cap Cities in 1996, Iger worked for Disney CEO Eisner for several years, prior to replacing Eisner in 2000.
When Iger assumed the CEO position at Disney, expectations for
the company were tepid. However, those expectations grew stronger as Iger led the company through the successful acquisition of both Pixar and Marvel Entertainment, and also began managing the Disney brands very closely.
Iger believes in empowering his managers to run their own businesses and says that as CEO he does more listening than talking. According to Jeffrey Katzenberg, CEO of rival DreamWorks Animation (DWA) and a friend of Iger, Bob is a genuinely admired, respected, and an incredibly charming person. However, underneath all of that is a very determined executive, and when the killer instinct is required, he has got it in a big way.
Directions Read the Case in your book on pages 32 & 33 to complete the following questions
Questions:
1. Use the chapter material to decide what different kinds of management challenges Bob Iger faced as he took control of managing Walt Disney. List at least 2 ** Start by thinking about all of Disney’s resources
2. In what kinds of ways did he respond to these challenges—for example, in his approach to planning, leading, organizing and controlling?
Planning
Leading
Organizing
Controlling
Source: J. Reingold and M. Adamo, “Bob Iger: Disney’s Fun King,” Fortune Magazine, May 21, 2012
After a messy governance struggle in 2005, Bog Iger replaced Michael Eisner as CEO of Disney. Under Iger’s leadership, company earnings nearly doubled and the stock price rose by 80%, thus pulling the company out the rut in which it was stuck.
Iger’s career began with an entry-level studio supervisor position at ABC, where he began his upward progression through the company. ABC was acquired by Cap Cities in 1985 and soon Iger was appointed to the top job in that company, replacing then CEO Tom Murphy. When Disney acquired Cap Cities in 1996, Iger worked for Disney CEO Eisner for several years, prior to replacing Eisner in 2000.
When Iger assumed the CEO position at Disney, expectations for
the company were tepid. However, those expectations grew stronger as Iger led the company through the successful acquisition of both Pixar and Marvel Entertainment, and also began managing the Disney brands very closely.
Iger believes in empowering his managers to run their own businesses and says that as CEO he does more listening than talking. According to Jeffrey Katzenberg, CEO of rival DreamWorks Animation (DWA) and a friend of Iger, Bob is a genuinely admired, respected, and an incredibly charming person. However, underneath all of that is a very determined executive, and when the killer instinct is required, he has got it in a big way.
Directions Read the Case in your book on pages 32 & 33 to complete the following questions
Questions:
1. Use the chapter material to decide what different kinds of management challenges Bob Iger faced as he took control of managing Walt Disney. List at least 2 ** Start by thinking about all of Disney’s resources
2. In what kinds of ways did he respond to these challenges—for example, in his approach to planning, leading, organizing and controlling?
Planning
Leading
Organizing
Controlling
Source: J. Reingold and M. Adamo, “Bob Iger: Disney’s Fun King,” Fortune Magazine, May 21, 2012