Bob Iger remembers telling Steve Jobs about his plans to acquire Marvel in 2009: “I hate [comics] more than I hate video games,' Jobs said
—were modest successes, but none came close to the creative or commercial successes of the prior decade.I saw three possible paths forward. The first was to stick with current management. The second was to identify new talent, but I’d scoured the animation and movie--making world looking for people who could do the job at the level we needed, and I’d come up empty. Or, we could buy Pixar, which would bring John Lasseter and Ed Catmull—Pixar’s visionary leaders, along with Steve Jobs—into Disney.
A couple of weeks later, Steve and I met in Apple’s boardroom in Cupertino, California. It was a long room, with a table nearly as long down the middle. One wall was glass, looking out over the entrance to Apple’s campus, and the other featured a whiteboard, probably 25 feet long. Steve said he loved whiteboard exercises, where an entire vision—all the thoughts and designs and calculations—could be drawn out, at the whim of whoever held the felt pen.
Two hours later, the pros were meager and the cons were abundant, even if a few of them, in my estimation, were quite petty. I felt dispirited, but I should have expected this. “Well,” I said. “It was a nice idea. But I don’t see how we do this.” “A few solid pros are more powerful than dozens of cons,” Steve said. “So what should we do next?” We agreed I needed to learn more about Pixar and to see it firsthand.
Not long after, I flew to San Jose and met with Steve at Apple’s headquarters. I knew going in that I didn’t want the process to be drawn out. Steve was constitutionally incapable of a long, complicated back-and-forth, and I feared that if we got bogged down on any one point, he would sour on the whole thing and walk away. So as soon as we sat down, I said, “I’ll be straight with you. This is something I feel we have to do.
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