Our analysis of Disney’s strategy begins with a brief overview. Disney acquired rights to distribute a film, which was later distributed through other channels. The different subsections in the contract made the contract ambiguous, resulting in questions of which party was going to have the rights, and how much a party was going to get compensated.
Disney is a world leader in family entertainment. Strategies have had to be put in place in order to reach this status. Strategic planning includes contingency planning- preparation for unexpected, major, and quick changes (positive or negative) in the environment that will have a significant impact on the organization and require immediate responses. (Gateway Experience, 34) The fundamental issue that we will be looking at: how is Disney going to continue to compete aggressively, while maintaining an awareness to risk? We will use the Liedtka model as a roadmap to analyze the way Disney should use strategic thinking to remain the leader in family entertainment.
Disney as a company needs to focus on the creative talent that it contracts with because, ultimately, that talent will keep the company prosperous. Using the systems perspective from the Liedtka model, “strategic thinkers must also appreciate the inter-relationships among the individual internal parts that together, constitute the whole, as well as the fact that the whole is greater than the sum of its parts.” (Gateway Course Pack, 71) Managers at Disney need to realize that a voice like the voice of Peggy Lee will contribute to the brand that is the Magical Kingdom. If talented perspectives see that Disney is in the business of mistreating its staff, they will be detoured and, most likely, take their talents to another company.
When the contracted was drafted, Disney saw into the future. Liedtka’s model defines intent-focused as “the continuous shaping and re-shaping of intent.” (Gateway Course Pack, 72) Disney’s characters are...