Michael Eisner
Walt Disney
3-year return: 58%
AGE: 57
CEO since: 1984 One of the best and most closely followed CEOs of the decade, Eisner is a thoroughly involved
manager, scrutinizing everything from story lines in animated films to the design of new rides
at Disney World. "Why should I give up the fun stuff and just look at balance sheets all day?"
Earnings were down in 1998, in part because of the huge production costs associated with such
live-action features as Mighty Joe Young. But there's no disputing Eisner's record in
transforming Disney from a sleepy studio with $1.7 billion in revenue when he started to a media
giant with $23 billion in revenue last year, encompassing ABC television, Broadway's The Lion
King, and a fleet of cruise ships.
邁克爾?依斯勒是近十年來最出色的和最受人歡迎的CEO之一 ，他是一名頗負(fù)責(zé)任心的經(jīng)理，對公司的一切事
情都要過問包括動畫片中的故事情節(jié)以及迪斯尼世界每一個新設(shè)計(jì)形象的推出�！盀槭裁次也蝗プ鲆恍┯腥さ�
有意義的事情而要整天的查看資產(chǎn)負(fù)債表呢？”1998年迪斯尼公司的收入出現(xiàn)下跌的情況，部分原因是由于活
人動作的制作而帶來的龐大的制作費(fèi)用，例如麥提?瓊?揚(yáng)恩等。但是人們對依斯勒的貢獻(xiàn)是無可非議的，他使
迪斯尼公司由稅收只有17億美元的一家不景氣的電影制片廠變成了今天的媒體巨人，僅去年一年的稅收就有
230億美元。迪斯尼公司擁有美國廣播電視公司和百老匯的LION KING公司，并且還擁有一支游船艦隊(duì)。
Business philosophy: "Risky conservatism." Keeps his company focused on its core entertainment
businesses but constantly takes chances on new projects.
運(yùn)營理念：“冒險(xiǎn)主義與保守主義相結(jié)合�！� 依斯勒使他的公司集中于核心娛樂業(yè)務(wù)的開發(fā)，但是通常也會
抓住一些新的機(jī)遇推出新的項(xiàng)目。
Headache: Keeping costs under control at Disney's movie division. First step: a plan to cut
live-action-film costs by $600 million.
最頭痛的事情：使制作成本控制在迪斯尼的電影部計(jì)劃費(fèi)用范圍內(nèi)。解決該問題的第一步措施是將活人動作攝
影的成本削減6億美元。
True story: One night at 3 a.m., Eisner and his assistant climbed over a fence and onto the
property of competitor Universal Studios in Orlando, Florida. Eisner wanted to check if there
was any sign of construction on the vacant site, just four miles from Disney World. A guard
chased them away.
真實(shí)故事：有天晚上三點(diǎn)鐘，依斯勒和他的助手們翻過院墻進(jìn)入他們的競爭對手佛羅里達(dá)州Orlando的通用演
播室。依斯勒想要核實(shí)一下在距離迪斯尼世界四英里遠(yuǎn)的一片空地通用公司是否有任何動工跡象。他們的行為
最終被通用公司的一名警衛(wèi)發(fā)現(xiàn)。
Management Style: Monday lunch with key officers, quarterly dinner with top ten staffers--no set
agendas. Constantly reviewing new projects on an ad hoc basis. Instituted company "gong shows"
for employees to toss out ideas risk-free.
管理風(fēng)格：每周一午餐時必定要與主要負(fù)責(zé)人碰面，每個季度他都會在晚餐的時候與十名員工會面——沒有固
定的日期。他堅(jiān)持不懈地特別審查一些新的項(xiàng)目。他還在公司設(shè)立了一個“公共欄”，讓員工們自由發(fā)表意見。
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