Page 193 - Harnessing the Management Secrets of Disney in Your Company

174 The Disney Way

of discussions among management and employees rather than being imposed
from the outside. That way, it can more adequately reflect the company’s
culture, history, traditions, and structure.
Many of our clients have successfully adopted rigorous processes similar
to the Disney approach but tailored to manufacturing and service businesses.
At one company, for example, the first phase is called the Idea.
In screening the Idea, the company initially asks:

■ What is the compelling customer benefit?
■ How is the Idea going to increase shareholder value?
■ Does it fit strategically into the organization?
■ What resources are required to move the Idea into the next phase?

Next comes the Concept phase. The questions asked at this stage include:

■ What is the market assessment?
■ Is the Concept technically feasible?
■ What is the business analysis?
■ What are the preliminary design specifications?
■ What plans and resources are required to move to the third phase?

The third stage is Conversion. Here the questions are:

■ What is the business case?
■ What critical process and product elements can we identify?
■ What is the plan of execution, and how can we make it happen?
■ What costs and benefits will be associated with the final phase?

And, as the company moves into the fi nal Execution phase, it asks:

■ How do we release the product (if there is one)?
■ When is the process going to be implemented?
■ How do we get the product to the customer?
■ Do we have a feedback mechanism in place to gauge the success of the
product?

With carefully determined guidelines and milestones, teams or departments
can proceed on their own. Micromanagement is avoided because the company