walt disney case study 2009

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March 2009 (Revised November 2021)
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The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire?

Format: Print
| Language: English
| Pages: 28

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Juan Alcacer

David J. Collis

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The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire? By: Juan Alcacer, David J. Collis and Mary Furey

Case Study: The Walt Disney Company

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Andrew Ward

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Having developed the Leadership Lifecycle over the preceding chapters, including the leadership roles that correspond with the phases of the organization’s lifecycle, the dangers inherent in transitions from one phase to another, and how it is possible for some individual leaders to span multiple roles, it is perhaps advantageous to illustrate the Lifecycle by looking at how the various roles and transitions apply over time within an organization. This chapter and the next will apply the model to two organ-izations that have enjoyed substantial and storied histories to provide a historical application of the Lifecycle to these respective organizations. This chapter applies the Lifecycle model to The Walt Disney Company, and the following chapter to Marks & Spencer.

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Flower, Joe. 1991. Prince of the Magic Kingdom: Michael Eisner and the Re-making of Disney. New York: John Wiley & Sons, p. 21.

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Eisner, Michael, with Schwartz, Tony. 1998. Work in Progress. New York: Random House pp. 136–7.

Masters, Kim. 2000. The Keys to the Kingdom: How Michael Eisner Lost his Grip . New York: HarperCollins.

Slater, Robert. 1997. Ovitz . New York: McGraw-Hill..

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About this chapter

Ward, A. (2003). Case Study: The Walt Disney Company. In: The Leadership Lifecycle. Palgrave Macmillan, London. https://doi.org/10.1057/9780230514478_9