Page 59 - Harnessing the Management Secrets of Disney in Your Company

40 The Disney Way

cast members, which resulted in a larger payroll. Instead of adding more boats,
Dick simply increased the speed, told his cast members to talk a little faster,
and perhaps leave out a joke or two. In those days, Walt would frequently walk
around the park to observe the reaction of the guests. He would even ride many
of the attractions. One day, Walt decided to take a Jungle Cruise and experi-
enced the “super charged” speed. Needless to say, he was not happy. When he
got out of the boat, he called Dick aside and read him the riot act. He told Dick
that guests expect a consistent show. Walt also reminded Dick of his responsi-
bility for ensuring the quality of the show, and that if that meant bringing on
additional crew to deliver the “good show,” then so be it. Walt said, “Frontline
equals bottom line.” Deliver unforgettable front-line customer service and the
bottom line dollars will follow.
Just as Walt refused to accept a substandard Pinocchio, even though
reworking the characters significantly bumped up the cost, so too are certain
extravagances countenanced on a regular basis today because they greatly
enhance the show. The exquisite topiaries in the theme parks are one exam-
ple. Because it takes 3 to 10 years to grow and shape the trees to look like
Dumbo, Mickey, and other characters, it would obviously be more efficient
and less costly to install plastic statues instead. But the topiaries add natural
beauty that imparts a greater level of excellence to the entire show. Plus, they
are enjoyed and photographed by thousands of guests.
In the end, of course, Disney’s adherence to basic beliefs and the compa-
ny’s willingness to spend time and money to deliver the excellence it values
have been amply rewarded by the huge success of its films, theme parks, and
other ventures.

Formalizing the Beliefs

To ensure that employees at all levels would be guided by his beliefs and
his visionary sense of purpose, Walt Disney fostered what amounted to an
almost cultlike atmosphere. His passionate belief in the need to instill a com-
pany culture led him to set up a formal training program that has come to be
known as Disney University.
The program, which stresses the uniqueness of the company and the
importance of adhering to its values, came into being as a result of a situa-
tion Walt encountered when Disneyland opened in 1955. Initially, he hired
an outside security firm and leased out the parking concession. “I soon real-
ized my mistake,” he said, explaining that with “outside help” he couldn’t