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Princess Pdf coloring pages are a fun way for kids of all ages to develop creativity focus motor skills and color recognition. Many childhood hours were spent sitting on the floor before the TV set watching The Wonderful World of Disney and being transported to the Magic Kingdom. Nor has either of us forgotten the thrill of seeing Peter Pan for the first time. As a young father introducing my own children to the film, I [Bill] marveled at its ability to rekindle the emotions I had initially felt as a six-year-old.
Disneyland, too, had much the same effect the first time I visited some 25 years ago. Not surprisingly, my then three-year-old son didn't want to leave, and, I might add, I felt a little bit that way myself. In this instance, though, I was captivated by much more than the fabulous attractions.
Viewing the park through the eyes of an industrial engineer, I was thoroughly intrigued by the processes. How did the Disney people manage all those crowds? How did they train their employees? How did they run their customer service? What was the secret of the success of their complex technology?
I came away from that first visit deeply impressed by the organization—and with a lot of questions. Later, when I became heavily involved in the field of training and development, I realized the true magic of Disney's philosophy. For me, the seed for benchmarking Disney was planted when I took a copy of Service America with me on a trip to Florida in the mid-eighties.
I knew it would help prepare me to conduct an upcoming seminar for a group of salespeople from all over the country. Reading Albrecht and Zemke's book, I had one of those experiences when a light goes on in your head: Walt Disney insisted that every employee is the company in the mind of the customer. From that point on, my goal in training salespeople became to inspire them to begin living that mind-set.
Then, on my next trip to Disney World, I closely observed the best of the best in action, doing just that. Years later, when we started looking around for companies that could serve as examples in our consulting business, we found ourselves coming back again and again to Disney. A great deal of scrutinizing, analyzing, and researching of various companies led us to conclude that none compared to Disney in every aspect of running an organization.
Whereas one company might excel in customer relations or another might work well with its suppliers, Disney's consistency in direction and overall strategy, its unrivaled customer service, its employee training and related low turnover, its product creativity, and its spectacular profitability combined, in our view, to make it the perfect business model.
Having studied the Disney phenomenon for 20 years, we are convinced that the management techniques we call "Walt's way" are as valid today as they were in , when the classic Snow White and the Seven Dwarfs, the very first animated feature film, captured the hearts of moviegoers. Skeptics need only look to the spectacular successes the Disney Company continues to achieve year after year, decade after decade, for affirmation of Walt's way.
And if you're wondering whether the Disney magic has legs, we can answer with a resounding yes! Over the years, we have encouraged clients in many different industries to use Page 4 Walt's fundamental credo to improve their customer service, productivity, and internal operations, while at the same time creating an atmosphere of fun. The company that Disney founded has, in effect, served as a laboratory for us and, in turn, our clients. This chapter introduces the ten principles at the heart of the Disney legend.
Subsequent chapters then take up these principles in detail and show how they are still being lived at the company today and how some of our clients have adapted them to fit their specific circumstances, enabling them to create winning solutions. Their success stories attest to the continuing power of Walt's way. Benchmarking A Legend Like many other young men of his time and place, Walt Disney held a succession of jobs punctuated by stints of formal education.
His skill as an artist and his interest in cartoons took him to California in , and only four years later he formed Walt Disney Productions. Disney's first big success came the following year, in , when he introduced the character of Mickey Mouse in the synchronized sound cartoon Steamboat Willie. The cartoon and the mouse were an instant hit. By the s, this endearing little scamp had captured the hearts of audiences worldwide.
Even though Mickey became a senior citizen a few years back, his ageless persona continues to be recognized and loved by young and old on every continent. Mickey may have led the parade, but Disney was not a one-mouse band by a long shot.
No other company in the notoriously chancy entertainment business has ever achieved the stability, phenomenal growth, and multidirectional expansion of Disney. Page 5 In spite of its ever-increasing reach, however, the Disney Company has consistently kept to the central course described by its founder at the outset: to provide the finest in family entertainment.
Firmly grounded in Walt's innate sense of principle and his midwestern values, this mission has, over the years, become clearly associated with the Disney brand. Audiences expect it, and they are seldom disappointed. Whatever form the entertainment might take—a theme park ride, a Broadway musical, an Ice Capades production—it has to be a good show in every regard.
When Walt talked about delivering "the good show," he didn't mean simply a glittering spectacle relying on superficial bells and whistles. He meant an entirely original, perfectly executed production with substance, one created to delight a wide audience. He believed that this was what customers wanted and expected from him, and he was fanatical about providing it. What's more, the concept of a good show encompasses far more than the on-stage action in a single production.
Because Disney insisted that customers be treated like guests, great customer service has become a standard feature of the total package the Disney Company offers. And wrapped up in that package is a gift of creativity—in product, service, and process—that makes even jaded adults smile with childlike delight.
Accomplishing such magic obviously requires the contributions and assistance of a talented, dedicated, and loyal staff as well as an army of suppliers and other partners. Extensive training, constant reinforcement of the Disney culture and its values, and recognition of the valuable contributions that employees and partners make combine to keep people turning out one fantastic show after another as they strive to meet the exacting standards Walt established.
It is this consistency of direction, obsession with customer service, commitment to people, and creative excellence that make the Disney Company a standard by which others might be judged and an exemplary enterprise from which others can learn. Page 6 A Consummate Dreamer Walt Disney was so successful as a businessman that people are often startled to learn that he was a lifelong dreamer who started out as a commercial artist. But it was precisely his unfettered imagination, coupled with a bent for experimentation, that propelled him to the pinnacle of success.
Far from being a hindrance, dreaming was the wellspring of Disney's creativity. The story is told that as a schoolboy in art class, Walt was assigned to draw flowers.
In what might now be seen as a quintessential touch, and, indeed, the precursor to many of Disney's animated characters, young Walt embellished his work by sketching a face in the center of each flower. His teacher was less than impressed by the boy's deviation from the norm, and lacking a mirror like the one the wicked queen had in Snow White, failed to recognize the creative genius whose dream world would make him one of the most famous artists in history.
Perhaps because he himself was the greatest of dreamers, Walt encouraged both his artisans and his hundreds of other employees to unleash their imaginations too. He knew that a reservoir of creative power often languishes within a company's ranks simply because no one ever bothers to tap it. Rather than hire someone for one specific purpose and forever pigeonhole that person—as is the norm at too many companies—Disney not only welcomed ideas from all of his employees, he actively sought to turn them into reality.
From dreams spring ideas, and from ideas comes innovation, the lifeblood of any company. Walt Disney instinctively knew, however, that an unshakable belief—in one's principles, in one's associates and employees, and in customers—is necessary before ideas can successfully evolve into innovation.
No matter how ingenious an idea was, no matter what kind of financial interests were at stake, Disney demanded that the company adhere to his belief in and commitment to honesty, reliability, loyalty, and respect for people as individuals.
Whether he was producing a cartoon or building an amusement Page 7 park, he refused to palm off a shoddy product on his audience. The story of the puppet-maker Geppetto and his "son" Pinocchio, the all-but-human puppet he created, was six months into production, and the team of animation artists was almost halfway through its meticulous, time-consuming drawings for the full-length feature when Walt Disney called a halt.
Pinocchio was altogether too wooden, he said, and the character proposed for Jiminy Cricket made him look too much like, well, a cricket. Previous efforts were tossed aside, and Disney called Ward Kimball, one of his talented young animators, into his office.
Kimball, who was upset because his labors on Snow White had ended up on the cutting-room floor, was planning to use the occasion to resign when Disney summoned him. But the animator never had a chance. He got so excited listening to Disney talk about his dreams for the film and his ideas about Jiminy Cricket that Kimball entirely forgot his own intentions of resigning. Instead, he stayed at the company and went on to create a cricket that was more human than insect, one that embodied the spirit of hope which children of all ages possess but which sometimes needs reinforcing.
The decision to halt the production of Pinocchio was made because the movie was failing to live up to one of Walt Disney's principles, his insistence on excellence. At the time, Disney already had won worldwide acclaim. He probably could have let the film go as it was without doing any serious damage to his company or his reputation—and with substantial savings.
But Disney recognized the difference between adequate and excellent, and he would not compromise. That's not to say that Disney was a spendthrift. Quite the contrary: He was always acutely aware of the bottom line; he simply refused to let it dictate every decision he made. Although high-priced for its day, this film classic long ago paid for itself in the degree of sophisticated animation, craftsmanship, and artwork it achieves.
Disney's strength as an imaginative and principled creative force grew from his willingness to take risks, to experiment, and to invest his resources and his time in new ventures. From the beginning, he searched for innovative ways to give his audiences the best of all possible entertainment fare.
He pioneered a new art form in making Snow White, and he did it in the face of nearly unanimous ridicule. But Disney ignored the naysayers and clung tenaciously to his dream, confident that he could produce a film that would appeal to both adults and children.
It received a special Academy Award, and some consider it to be one of the greatest films ever made. Snow White has also been equally popular in reissue, with a box office take that places it in the top 50 alltime highest-grossing films. In just a dozen years, roughly to , Walt Disney managed to transform animation from a marginal segment of the entertainment industry to a new art form.
He used technical innovations to create a seamless mixture of story, color, and sound. Knowing that great visions require great, but calculated, risks, Disney dared to follow his instincts. Among our own clients, we have seen how a willingness to go beyond the ordinary, to take personal risks can bring great rewards too. At a seminar we conducted for Whirlpool, for example, we encountered a young woman, Debbie, who had been asked to join a high-risk, high-profile team.
The promotion meant a big step up in responsibility and promised good prospects for the future, but she hesitated for fear of losing the safety and security of her current job.
We also encouraged her to recognize that the project was vital to the company and that it was a testimony to her talents to be asked to join this team. As a result, Debbie worked through her concerns, took the risk, and because of her accomplishments as a committed team member, went on to earn further assignments and promotions.
Turning Dreams Into Reality Walt Disney's stellar accomplishments might suggest that he had no difficulty in taking whatever action was needed to bring his dreams to fulfillment. It was not always easy, however, particularly when a lot of skeptics stood in the way, but Disney knew that dreams are sterile things unless the dreamer can do what it takes to make them come true.
When his fertile mind produced an idea, he set about transforming that idea into a concrete product, service, or process. If his methods of executing his vision were sometimes unconventional or broke the accepted rules, so be it. The point was to put on the good show.
For example, when Disneyland was being built in the early s, Walt himself was often on site checking every detail. He spent countless hours with the creative and knowledgeable staff he had hired, putting his personal stamp on everything from landscape design to attractions to music. But then he did something rather unusual: He asked everyone who was working on Disneyland, from electricians to executives, to test each ride as it was completed.
There was nothing new about Disney's reaching for perfection, but the park was on a tight schedule with opening day near at hand, and this idea clearly seemed to be a waste of time and money. Imagine asking your janitors, elevator operators, or other low-level employees for critical input about a new product or service just before you're ready to launch it.
Disney's request was a bit farfetched. Or was it? Although a great deal of what Disney did sounds strange to many managers, this was Walt's way of doing whatever needed Page 10 to be done to achieve his vision. It was another way of making absolutely sure that everything was the best that it could be and that nothing was missing.
As it turned out, something was missing from a swashbuckling Disneyland attraction called ''The Pirates of the Caribbean. Finally, after repeated trips through Disney's Caribbean, the cast member realized what was wrong: In tropical climates, the night should be alive with fireflies, but there were none on this attraction. In short order, Walt Disney saw to it that his version of a Caribbean fantasy had fireflies blinking in the dark. Whether it was fireflies in a theme park attraction, the portrayal of a wise and lovable cricket, the treatment of a Disney "guest," or the removal of a candy wrapper threatening to litter Disneyland's landscape, Walt was a perfectionist down to the last detail.
As for those candy wrappers, it isn't only the staff of street cleaners that is charged with litter removal at Disney parks. Any employee who spots a bit of trash sweeps it up practically before it flutters to the ground. That is part of the Disney culture that is ingrained in everyone from the beginning. Employees of the Disney Company are trained extensively, and the Disney mindset is constantly reinforced because Walt considered such an approach essential to executing his vision.
He also knew that execution was impossible without a framework within which ideas could be effectively implemented while controlling costs. To that end, the company follows a rigorous process of project management. And to solve problems that arrive in planning and communicating project ideas, it has adapted the storyboarding technique originally used to keep track of the thousands of drawings needed for animation of cartoon features.
Execution of ideas is never left to chance in the Disney universe. It is a well-planned process. Just as Walt Disney never wavered from his four-pillared philosophy, history is replete with examples of great accomplishments derived from the same commitment. We are reminded, for example, of President John F. Kennedy's challenge to America in to put the first man on the moon in the ensuing decade.
Kennedy had a dream that he firmly believed could become a reality because he saw that it fit perfectly with the can-do spirit that has driven the United States from its outset. To make such a commitment and to embark on this monumental space project was daring, to be sure. But in the doing, America not only saw a man set foot on the moon's surface, it reaped scientific benefits of far-reaching significance for the entire world Fig.
So, too, have the principles that Walt Disney espoused led to unimagined glories as the empire he established continues to grow and thrive. President John F. Kennedy's challenge to America in to put the first man on the moon.
Page 12 himself could have foreseen that the Disney interests would one day extend to movies, television, Broadway theater, amusement parks, an ice hockey team, and a vacation club not to mention the nation's largest laundry facility at Disney World. Disneyland, which will mark its forty-fifth anniversary in the year , draws ever more guests from the far reaches of the world, while Walt's way has made such an impression on guests at Disney World that over 64 percent of them are repeat visitors!
Disney's financial record is equally impressive. It continually proves to be a solid investment. Such is the power of Walt's way: Dream. Page 13 In each of the chapters that follow, you will see how one of these principles is being put into action daily by our clients, based on the Disney model. We will follow the Whirlpool Global No-Frost team in a series of sidebars as they experience and test the limits of each of the highlighted guidelines.
These illustrations in practice, combined with a list of questions to ask and actions to take, will help you to make Walt's way your way. We, however, are not suggesting that managers merely imitate Disney. Obviously, each company's and each individual's situation is different, and the wholesale adoption of another's methods is neither wise nor practical. But more importantly, Disney itself has won continued success by constantly reinventing its products to maintain superb quality.
To imitate another and adopt a particular method lock, stock, and barrel implies a contentment with the status quo that flies in the face of everything Walt stood for. Rather, we believe that gaining an understanding of the hows and whys of the Disney Company's growth and excellence and embracing the spirit of his four-pillared philosophy will enable businesspeople everywhere to innovate, make changes, and find their own unique pathways to continued success. In the process, one of our challenges was to set up teams for a variety of different projects.
Among these, there was one team whose mission it was to design a radically new refrigerator for the company's global markets, which stretch from Latin America to Europe and Asia. This story begins when the company decided that the refrigerator it sold abroad had to have a different design and be smaller than the refrigerator sold in the United States.
In other words, this was, technologically, a completely new product, which needed to be built from a different set of blueprints. Page 14 The project was a groundbreaker from the beginning. Not only was the refrigerator a departure from previous products, but the approach to the implementation of its engineering, its design, and its marketing was a departure from accepted procedures. And the team we helped to establish to carry through these plans, from the first step to the last, was as much of a groundbreaker as the product itself.
We developed a close relationship with Jerry McColgin, who had been appointed leader of the team. An engineer by training who also had marketing experience, Jerry had led a team before. It had been a disappointing experience, but he had come away from it with a vision of how this global team should be created and how it would function.
Later, when we reviewed the progress and the final success of the team, we concluded that here was a group of people, diverse in profession and in nationality, who exemplified everything that Walt Disney meant when he talked about his dreams, his beliefs, and his willingness to take risks in the execution of his vision.
It is for this reason that we have decided to tell the story of this team, from its inception to its final celebration of success. Dreams are, by nature, deeply personal experiences. But true to his imaginative genius, Walt Disney was able to transform his dreams into stories that effectively articulated his vision to others. More importantly, the stories served to draw others into his fantasies, thereby marshaling the power of their collective creativity for the benefit of his dream.
In the early days, when the Disney Company was small, Walt used to call his five or six animators into his office to discuss an idea for a new film project. With dramatic effect, he would embark on a story—not a literal narrative account of his idea, but an ancient myth, perhaps, or some other related tale that conveyed the feelings and emotions behind his dream and his hope for the project's success.
In short order, the master would capture the imaginations of his "cast members" "employees" in the usual corporate parlance and in the process stimulate the kind of excitement and commitment of minds and hearts that he well knew was necessary to turn Disney-size dreams into reality.
For example, he insisted that the castle at Disneyland be built first—before anything else—so that this visual structure could help shape the vision and rally everyone around the dream he was trying to create Fig.
The castle that helped shape the vision of Walt Disney's Dream. He was such a vivid and persuasive storyteller that his listeners usually found themselves swept up—like Ward Kimball on the Pinocchio project—in a passionate endorsement of Walt's vision. Long before concrete plans were in place for the next movie or cartoon, before any budgets were prepared or administrative and engineering problems ironed out, Walt had established a team atmosphere around the forthcoming venture.
Thus, he began nearly every new project with eager and enthusiastic participants, an enormous advantage in a process that often involved long hours of work, seven days a week. Storytelling can be a powerful tool for focusing an organization on a particular problem or project and for unleashing employees' creativity by giving them the power to Dream.
We have helped clients in a variety of industries tailor the technique to fit their particular situations. As you come to understand Page 17 how this age-old art and other methods are used today by the Disney Company, and by many of our clients, you will begin to see how dreams can drive desired change. Dream Retreats Inspire Creativity The use of storytelling to rally all project members around a vision is still an important element of the Disney approach, thanks to Walt's formation in the early s of a creative group called "Imagineering.
Today, there are approximately Imagineers at the five Disney theme parks. They are the inspiration for a concept that we call "Dream Retreats. When the Disney Company set out to build an additional water park at Disney World, for example, a small team met in the office of the team leader, a senior vice president, to get the project under way.
The office was decorated with all manner of personal memorabilia, including those little glass snow domes that, when shaken, produce a flurry of swirling snowflakes. Picking up a dome and shaking it, the vice president commented, "Too bad we can't make a park out of one of these.
One artist sketched a picture of an alligator wearing earmuffs and careening down a slope on skis. Another drew a fanciful rendition of a winter resort enclosed in a snow dome.
Not suitable for Florida, everyone agreed, but loath to discard Page 18 the idea, they turned instead to the well-established Disney storytelling method and devised a tale based on a blizzard. Here's how it developed: A capricious winter storm brought a heavy load of snow to Florida. An entrepreneur came along and built a ski resort. He did well until the weather returned to normal, melting the snow and turning the ski runs into rushing waterfalls.
But the waterfalls were then turned into … what else? Using this fantasy story as their inspiration, Disney engineers and architects built the new water park and gave it the name Blizzard Beach. Another example of this tried-and-true approach is when the Imagineers actually constructed a story to enhance the romance of Pleasure Island.
To set the stage for the envisioned experience, they wove an entirely fictitious tale about the history of the location, to wit: The land originally belonged to a seafaring adventurer, Merryweather Pleasure, who settled there to build a successful canvas and sail-making company. Pleasure built a thriving industrial complex. As the years passed and Merryweather Pleasure listened to the stories told by visiting seagoing types and other adventurers, his nostalgia for his past proved too strong to resist.
He sailed away from Pleasure Island forever, leaving his company in the hands of two sons. They were lazy and indifferent to their father's legacy, however, and gradually the warehouses fell into disrepair.
Imagineers refurbished the island, turning its rundown warehouses into exciting restaurants and nightclubs designed to reflect the regional themes of Pleasure's functional buildings. Once again, the district bustles with activity of world travelers who come together in the spirit of fun and adventure, a tradition established here a century ago. But the real importance of both the Pleasure Island and the Blizzard Beach examples is that they united team members around whimsical notions that piqued their creative playfulness and drew them completely into the visions for the projects.
Repeating and embellishing the fantastical stories engaged team members in a way that discussion of budgets and staffing problems could never have done. A team Page 19 linked by a central idea, even one built on whimsy, is better able to tackle the mundane matters that must be dealt with in order to bring a project to completion. It's the primary reason that Walt Disney wanted the castle at Disneyland to be the first building constructed.
The Cincinnati-based restaurant Hotel Discovery developed an inspiring legend as well. The legend of Hotel Discovery is this: "Once upon a time, seven years before the turn of the new century A. The place would be a mind's-eye observatory from which one could embark on an odyssey to the four realms of wonder—adventure, imagination, invention, and exploration.
The idea envisioned tastes of great food and drinks from near and afar, a place that offered overwhelming hospitality while being surrounded by the mysterious things of myth and legend. It was to be a place where the likes of Leonardo da Vinci, Jules Verne, Thomas Edison, Frank Lloyd Wright, Walt Disney, and other freelance mythmakers would have hung out, a place where reality was always an intruder.
Welcome to Hotel Discovery. Not so.
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