Bob Iger's track record has made him one of the most lionised—and best paid—corporate bosses on earth
if the word disrupter was the right word to use back then, but I’ve always been willing to take some chances.” That is how Bob Iger recently explained his approach to running Disney. In his 15-year tenure Mr Iger’s bets have turned the American entertainment company from a moderately profitable business threatened by digital upstarts like Netflix and Amazon into one of the world’s most formidable content-and-technology powerhouses. Profits quadrupled from $2.5bn in 2005 to $10.4bn in 2019.
The abrupt move sent the firm’s share price tumbling by 4%. To ease investors’ nervousness, Mr Chapek would be wise to heed three lessons from his predecessor. Other executives, in Tinseltown and elsewhere, should pay attention, too. The second thing to learn from Mr Iger’s reign is to trust acquired talent. At most firms in most industries, when a big company buys a small, nimble one, the buyer’s managers defend their turf and foist headquarters culture onto the acquisition. Mr Iger’s Disney instead let Pixar lift its middling in-house animation team.
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