Eternal misery to the Disney fan community

The moon sat low. Concealed in the crags of the California coastline, the men huddled, teeth chattering, bones clattering, within the dimly lit cave. The fire beneath the cauldron grew, putting the slimy rock to sickly yellow light. The chanting of the powerful men grew louder…

“Double double, toil and trouble! We’ll reduce your mem’ries to rubble!!!”

As their voices swelled the bare stone responded in kind, the rolling echo climbing the walls. The men, powerful executives, swayed and swooned in their cloaks with their chant—we’ll reduce your mem’ries to rubble—rising and falling again and again. A shriek could be heard somewhere, yet nowhere, slowly crawling into the cavernous darkness, and it was from that darkness that Disney CEO Michael Eisner emerged.

The voices were now deafening. Eisner raised his hands and the chanting Disney Board members and lead Imagineers fell deathly silent.

“Gentlemen,” he bellowed. “Long have we awaited this moment. All of our careful planning and plotting, our dream of bringing eternal misery to the Disney fan community will soon be realized!!”

“Zip-a-dee-doo-dah,” the men called in unison, their voices low and menacing.

“This year,” the CEO growled, “this year of 1998 will be the end of all happiness for each and every Disney fan! By the end of 1999, my dear gentlemen, our glorious task will be complete!!!!”

“Zip-a-dee-ay.”

The executives of both the Disney Studios and Walt Disney Imagineering reignited their chanting, “Double double, toil and trouble! We’ll reduce your mem’ries to rubble!!!” Their voices were drowned out only by Michael Eisner’s maniacal laughter as a green fog billowed from the cauldron…

Between 1998 and 1999 at Walt Disney World, Mr. Toad’s Wild Ride, the Skyway and Horizons all closed and the new Imagination opened.

True story.

It’s all about how you finish

Any sports fan knows that it’s not how you start, it’s how you finish. Your favorite team can have a record-setting first half to their season, but if all that drive, determination and talent decides to spend the second half vacationing in the Bahamas, chances are that shiny championship trophy will be spending the offseason somewhere else.

In a brief exchange on Twitter, I was pleased to see someone who is a well known Disney fan give Michael Eisner his due credit. Eisner brought the Disney company from the brink of disaster, rapidly grew the company and had success after success, yet is now despised among Disney fans. How could such a prolific career disappear in the minds of Disney fans?

I would have suffered the same disaster (although on a much smaller scale) had it not been for this song (the player below may not appear on some mobile devices):

I was nearing the completion of an album for one of my side projects, a band called Give My Love To Milo. The album was meant to evoke the fun, free mood of a great road trip, and I decided to give a special preview for a few friends before finishing up. Typically I prefer to wait until an album is completed before I let anyone hear it, but this time I made an exception. Thankfully I did, because through this early listen with others I was able to see I had made a glaring error—all the excited energy was there, the happy tones, the open road, the deepening of relationships through shared experiences, everything worked…right up until the end. The album was as joyous as I had intended but ended on a mellow note, and rather than the anticipated feeling of a contented ending to a happy experience, the entire room went flat as the final two tracks had killed all the energy I had worked so hard to build over the course of the album.

Something had to be done. Months of work was on the verge of collapse all because of a few misjudgments. Instead of finishing with the excitement of a romanticized vacation, the album finished with the reality of post-vacation exhaustion and it just didn’t work. I hit the studio hard and quickly wrote and recorded two replacement tracks (with the above as the closing song) and nervously re-previewed the album. Everything had changed. Where before the album left people feeling tired and a little weary, now the album finished with a bang, leaving people feeling energized and happy, exactly what I had been going for all along. Had I gone ahead with the original concept, everything would have been undone thanks to a weak finish.

Michael Eisner revitalized the animation department and breathed new life into the theme parks. He built new hotels, new domestic parks and continued the international expansion. He rekindled the love of storytelling and ushered in a new golden era for Disney in the 1990s, yet he is now thought of in highly negative terms. Despite being the former savior of the company, despite having accomplished so much, people now feel the company was barely saved from him. A highly successful career capped off by a highly public downfall and all was forgotten.

It’s all about how you finish.

…………………………

Give My Love To Milo_logo

The return of Epcot’s Horizons, part 4

People are screaming for a return of Horizons. Why won’t they rebuild it? (read part 3)

Technology
Disney needs to stay ahead of the pack, and with Bob Iger at the helm of the massive entertainment empire, staying ahead means technology.The Iger-Nator: Technological storyteller

Iger, the man who took over following the ouster of former CEO Michael Eisner, has been on a mission to ‘plus’ the theme parks with as much technology as possible, mainly through the implementation of interactive queues. He has taken a look at the cultural landscape, seen that kids have more powerful computer systems at home than those that run most of the Walt Disney World attractions and decided that technological innovation is one of Disney’s top priorities.

The Horizons pavilion, an interesting bit of engineering in its own right, was in bad shape. To gain the desired vanishing horizon/landing spaceship effect, they had to give up alot of stability and that, combined with the discovery of a sinkhole beneath the building, meant the structure was falling in on itself. It was too expensive to fix and simply had to come down, whether on its own or with help. If you have to take the building down, you have to take the attraction down, and if you have to take the attraction down, you might as well put a better one up in its place. Or so the thinking went.

Eisner was a builder, so he built. A lead-footed storyteller, Eisner went full speed ahead, putting up hotel space, restaurants, shopping areas and the odd ride or two, including Horizon’s replacement, Mission: Space. Bob Iger is a plusser, so he is plussing. He has seen what he has on hand and, rather than build anew, has decided to make it better using cutting edge technology. Iger has sought to push his company past all other imitators in a field that has been at best a necessary evil—queues. The number one complaint at a Disney theme parks has always been the long lines, so rather than shrug his shoulders, seeing this ‘problem’ as simply a reflection of better numbers at the gate, he has decided to confront the issue head on with the addition of interactive games, shows and special effects that will help to ease the long wait times.

Many worry about all these interactive additions to queues, perhaps rightly, seeing a queue as a ‘pre-show’ whose purpose is to get you in the proper frame of mind for the attraction you are about to experience, and that shoehorning in technology haphazardly (debatable) diminishes from the aesthetic and overall story, but the long-term implications remain to be seen. Bob Iger tells his stories through technology, and to do any different would be betraying himself.

What does this have to do with Horizons? There are two problems with investing so heavily in technology—it is expensive and it is always racing forward.

The expense issue is simple. Spend all your money on queues and you don’t have anything left for rides. Now, this is a gross oversimplification as clearly Disney will continue to make new additions to the parks, but it is worth consideration. When you spend lots of money in areas that traditionally occupy less of the budget you have to be even more selective about the new attractions that get the green light. With this new restriction, likely any addition to the park will be something new (like Mission: Space) rather than a revitalization of something old (like Horizons).

The second issue is a little more tricky. Technology charges ahead and any company that has newest, latest and greatest as one of its stated goals had better be ready. Companies that do stay ahead of the technological curve are small and nimble, if not in size then in product offering, and can change quickly. Disney is large and lumbering, and cutting edge technology quickly goes out of date, potentially making attractions feel old before the paint is dry. Disney has learned hard lessons in the past about dating itself (see the evolution of Tomorrowland as an example), and likely will work hard to avoid making the same mistake.

Some see gloom and doom for today with either the alteration of old favorites or their loss altogether, but we should try to think forward to what the future may hold. The massive financial and ideological investment in technology today may very well be the groundwork for something very exciting just over the horizon. The tools are there, just waiting for someone who knows how to use them.

Horizons was a storytelling experience, not a technological one. The Disney company began with the great dreamer and doer Walt Disney, withered beneath the Disney-in-law Ron Miller, ballooned through the builder Michael Eisner, and now is gaining the technological infrastructure for the future through the plusser Bob Iger. Perhaps next Disney will tap a great storyteller—someone who knows how to pull all the pieces of the past together, not for their own sake but for the sake of story, and who lives, breathes and innately feels the full implications of the long lost phrase: If we can dream it, we can do it.

Who are you people again?

Who will be hearing my story and how do they like a story to be told? What do they love? What do they fear?

In an op-ed piece in the New York Times called App-omattox: The Civil War Goes Virtual, Virginia Heffernan gives her thoughts on a new take on the classic recurring story of our Civil War (classic, as she points out, in that it comes up again and again as a fascinating piece of our history). Civil War Today, an app from the History Channel, combines a very old form of storytelling with very modern delivery methods—newspaper-like information delivered straight to your iPad, each day occurring in realtime over the course of the war’s 4-year history. Much like the film High Noon where you can watch the clocks in the background ticking towards the story’s climax, one day on the app corresponds to one day in the war.Civil War on iPad

The concept is a clever one—people are addicted to their iPads, and one of the largest categories of apps is news readers. Why not deliver the story of the Civil War in a way that meets everyone else’s behavior rather than demanding they change their behavior to meet us?

In the 1990s former Disney CEO Michael Eisner had this same idea. A history buff, Eisner wanted to combine the past of the United States with the kind of storytelling that made his company famous, and so set out to create Disney’s America, a theme park that would entertain and educate at the same time. The park, to be located on Virginia’s hallowed grounds of history, would tell America’s story in an immersive Disney environment (for the full history of this park, read SamLand’s Disney Adventures fantastic 5-part series that will give you all the ins and eventual outs). The idea died before it took a breath.

Residents of the area where the park would be built were appalled. While the people at Disney strive to please their audience, they did not fully anticipate the passionate backlash as the audience for this park was multilayered, coming like waves of widely differing interests and intensity. Disney knows how to make a success, so we can assume that their proposed park would have attracted guests, but the future of the past was in the hands of an entirely different audience, one that had to give its approval before the masses ever set foot in the proposed version of America, and Disney managed to tweak their loves and fears in one swipe. The educated and wealthy protectors of history declared everything about the corporate intrusion, even down to the name Disney’s America, an insult and used their powerful influence to kill the concept all together. One reason why ideas fail to gain approval in business is a failure to deliver the initial story properly.

Disney speaks the language of the masses, but forgot to speak the language of historians. Consider this Christopher Hitchens article from Slate about the British monarchy, in which the author, when writing about Princess Margaret, says, “She also produced some extra royal children, for whom something to do had to be found.” This little aside lands in the middle of a steady stream of amazing grammatical trickery, befitting both the subject matter and, most importantly, Slate’s educated audience who would appreciate such verbal goofery.

Disney’s sales pitch came in brush strokes and pixie dust when it should have come in cross references and footnotes. Historians don’t do magic. Just as Jeffrey Katzenberg said that he owned animation and no one was going to take it from him when he felt intrusion from Steve Jobs, history professors and writers were not about to stand idly by to watch Michael Eisner stomp on their precious past. Considering the audience, the message needed to be framed in an entirely different way.

Back to the History Channel’s new Civil War app…

Can a concept like this succeed? What is the story they are telling, and are they telling it the right way? If people have already paid the $8, then yes, it already has. Of course, the true believers behind the app who will secrete the Civil War from their pores for the next four years to keep the experience alive have much more in mind than the the app’s upfront earnings. The endorsement in the New York Times is certainly a bonus as a great way to build awareness, but it puts into stark contrast the story they are trying to tell with the way we like our stories to be told.

The headline of the New York Times piece, App-omattox: The Civil War Goes Virtual, is hilarious in that ’2 a.m. and so tired that everything is funny’ kind of way, but it speaks to how we take on information, particularly in the context of the delivery method. I’ve recently found myself beginning conversations, “Oh by the way, did you see that xxx happened today?” When the person I’m speaking to asks for more information, I realize I have none to offer because the extent of my knowledge (again, on a subject that I brought up) ends at the headline I happened to notice earlier in the day when blazing through my news apps. No, I haven’t read the story, not even the first few paragraphs, only the headline. Like the Bing advertisements where people go off on random tangents because they have taken in too much superficial search engine randomness, a seemingly innocent comment triggers an entirely random bit of recall, and before I realize what is happening, my brain begins to yield google-esque search results with even less depth than the results page.

Clearly, when taking in information, we skim. Four years to tell a story is a really…really…long…time. My favorite app last week, Zite, is not my favorite app this week, and an app that I checked religiously every day several months ago, The Guardian Eyewitness, is nearly forgotten. In the world of digital intake, everything must be tailored to me, even time itself. History today is a package happening all at once. The app delivers the story of the Civil War in a great way, but may require a little too much legwork to get to the payoff.

Still, the concept is very good, particularly if The History Channel realizes that this is not THE way to tell the story of the Civil War, but rather A way to tell the story of the Civil War. The success will depend on how seriously they take their transition to an emphasis on History while ditching the Channel. Is this a story for history buffs? Academics? Skimmers? People with iTunes gift cards? To truly tell a complete story, we must consider the audience, and if the audience is as broad as everyone that means we can’t rely on telling a story in a new way, we must tell it in every way.

Epcot: the center IV, all parks are not created equal

The fourth of a five-part series about Epcot’s central role in the lives of the disaffected Disney fans.
Please read part 1—Epcot: the center
Please read part 2—Epcot: the center II, a new Horizon
Please read part 3—Epcot: the center III, receding horizon line

“No no no.” Michael Eisner had an epiphany. “This is too big. An idea like this needs its own theme park.” The planned movie pavilion that would have slipped into the South-to-North running Epcot’s West side was gone, but not the least bit forgotten. Eisner, now a dirty word among Disney fans, recognized the potential in a movie themed attraction and lifted what would become The Great Movie Ride and dropped it down in an entirely new theme park known as MGM Studios.

It was a brilliant move, as the subject matter of movies was clearly bigger than a single pavilion, however it lead to a curious development: two rides that were perfect for MGM Studios made it into Epcot, while an attraction well suited for Epcot landed at MGM, and so began the broad-stroke era.

The parks, indeed the entire Walt Disney World resort, saw immense growth under Michael Eisner, but this growth came with consequences. New shops, new hotels, new parks sprang up one after the other, however the more he built different things, the more those things seemed somehow the same. This is a major part of the unraveling for the so terribly frustrated Disney fans, the inspiration for this entire series. Michael Eisner used his arrival to turn the attention of the Disney corporation back to the parks and back to a mindset of storytelling, however, diehard Disney fans will tell you, he began down his path with a momentum that could not be stopped, no matter how far he may have strayed.

Think, in a broad sense, about the Disney shops within the parks and resorts. In the past each shop’s offering was unique to its location within the themed environment. On the whole, today you can find the same thing on Main Street that you can find in the Contemporary. Sure, sell popular merchandise; no sense in stocking anything but the most popular items. Unfortunately, this is not limited to stores. What has happened to merchandise is a miniature version of what has happened all across the Disney theme parks, and the Disney corporation as a whole. All across the company, everything has slowly melted into one another and there are few distinctly different stories left. When producing content for tweens on the Disney channel, creating generic content with no differentiated value is actually the business model that is profitable, but when applying it to the parks, it is slowly, gradually, inherently destructive.

One of the abandoned concepts for Disneyland was a proposed Rock Candy Mountain, built to look as though it were made entirely of candy. It ended up being very off-putting, though, and no one could quite figure out why. It wasn’t until John Hench, imagineering’s resident philosopher, pointed out that contrast was what made candy seem sweet, but just having the same candy over and over makes the sweetness dwindle (too much of a good thing).

People go to the parks for the rides. No, people go to Six Flags for the rides, they go to Disney for the experience, and when every experience is indistinguishable from the other, then you have a problem. Both Test Track and Mission: Space could have slipped right in at the former MGM Studios, or at the Magic Kingdom, as the themes of the parks crossed. Honestly, this muddling of park DNA might have been ok for the rest of the Walt Disney World resort, but, for angry fans, it is not ok for EPCOT center.

We go back to the new Disney dream—the new Disney promise that EPCOT center offered—and we see that this unique park that inspired those who are now adults to dream bigger when they were children was grabbed by the scruff in the neck and jerked back to become just another ticket booth. Suddenly the Disney super fans were left hanging, hearing the company say, “Remember how we said those things back in the 80s, yeah…all that stuff is still there, it’s just that now there’s Nemo.” Disney lost super fans who believed in the promise and gained super angry fans. They bought into the Disney dream, never for a moment considering that the one who would betray that dream would be Disney itself.

In one of the final posts on the now defunct blog Epcot Central, the author summed up the feelings of the disaffected quite well:

No, EPCOT was never entirely successful at taking difficult, esoteric concepts and reducing them to levels that could be comprehended by tens of millions of people a year. That’s an extraordinarily ambitious task, one most museums can’t quite make work, either. But it tried.

Back in 1995 or so, about halfway through EPCOT’s life (so far), Disney gave up trying. EPCOT, like The Walt Disney Company as a whole (and, it could be argued, society in general) recognized that it was far easier to succeed at creating shiny, pretty, easily digestible entertainment than to educate, inform and enlighten.

It’s just a shame, though, that we have entered that future that EPCOT and Walt Disney once envisioned, but to a large degree we’re doing it without a guide, without someone truly “at the helm” who can guide everyday folks through the confusion and explain what it all means. Walt Disney did that for one generation, and EPCOT tried to do it for the next. Now, there’s literally a bright and gleaming future being built … and no one, really, to tell us how exciting it is. (full article)

And this, after everything, is the heart of the matter for this angry, but growing, group. Disney built a park they thought Walt would build, but without Walt’s hand, without someone to answer the inevitable “what now?” after the initial wave, they had to go in a new direction, or rather, a very old one. The Disney corporation became afraid of its own evolution and opted to stop moving forward intellectually in favor of growing fatter in place.

This is the complicated devotion a ‘true fan’ of Epcot must live with. To them, EPCOT center was sacred, it was the jumping off point into the future. EPCOT was literally the center from which the future would be attained, but instead became simply the center of frustration.

Next post—Epcot: the center V, conclusion

Putting the Animal in the Kingdom

Joe Rohde was faced with a massive dilemma. He and his team of Imagineers had been working relentlessly on a new park for Walt Disney World that would come to be known as Disney’s Animal Kingdom, but found themselves up against a nearly project-ending hurdle.Inagineer Joe Rohde

“Are guests going to feel that animals are exciting enough?” asked Michael Eisner, head of the Disney Corporation at the time. He was not at all convinced.

When building the original Disneyland, Walt Disney had wanted live animals for his Jungle Cruise ride, understanding how dramatic close proximity to elephants, hippos and other animals could be. He quickly realized, however, that the complexity involved in producing and maintaining such a show was beyond their ability and opted instead for animatronic animals.* In a frustrating twist, despite the ability to finally use live animals for a park experience, Eisner decided animatronic animals were the way to go, feeling that real animals simply lacked emotional impact.

For a creative person, this kind of development is heartbreaking. How could that possibly be the company’s decision? Having live animals in the park wasn’t just one thing, it was THE thing. Without it, the entire project might as well not exist. Something had to be done to drive the point home, so the team sent their leader to speak with the Disney executives, armed with something a little extra special.

Joe Rohde is an intense man, and when he speaks his passion for his work comes through. He began:

We know that there are concerns about whether animals are, in and of themselves, dramatic. The heart of the Animal Kingdom park is animals, and our guests’ encounters with them. We have gone to great lengths to make sure that the animals will be displayed in a way that will bring them and people together as never before…

As he spoke, the executives in the board room were suddenly joined by a massive Bengal tiger, which proceeded to walk slowly around the table. Joe Rhode, for all his intensity, could not match the presence of 400 pounds of fur, teeth and claws that could have, quite literally, severed the head of the mighty Disney empire as it moved to within sniffing distance of the small captive audience.

Rohde continued, stressing the importance of live animals and the dramatic effect they can have, paying no attention to the tiger that had completely disoriented the powerful individuals seated at the table. As the tiger was lead out the way it came in, the Disney executives met the gaze of the passionate lead designer of the Animal Kingdom project.

“…Proximity to animals—the illusion that they are right next to you—is essential.” Joe Rohde closed his argument.

Michael Eisner was left with no option. He had to agree.

Find this story, along with the entire history of how Disney’s Animal Kingdom park came to be, in Melody Malmberg’s The Making of Disney’s Animal Kingdom Theme Park.

*”Yes, if…” note: animatronic animals behave much more predictably than live ones, so Walt reasoned the attraction would actually benefit from the fact that every guest would get the same quality show every time. A great example of using the problem as the solution.