Eisner

Strategic Concepts & Mechanics

Signature MoveShadow First, Decide Later

Cornerstone MovePatent Shakedown as Bridge Financing

Cornerstone MoveIPO Week of Toy Story to Buy Negotiating Power

Signature MovePoint Richmond Isolation as Innovation Shield

Signature MoveDaily Phone Calls With No Off-Hours

Operating PrincipleMutual Resolution Over Imposed Outcomes

Competitive AdvantageBrand Billing War With Your Own Distributor

Cornerstone MoveOne Basket Watched Obsessively, Not a Slate

Capital StrategyFilm Library as Compounding Asset

Risk DoctrineCarrying Costs as Animation's Silent Killer

Decision FrameworkWhiteboard Leverage Audit Before Negotiation

Signature MoveSteve Writes the Check, Not the Script

Cornerstone MoveSell the Castle Before the Walls Crack

Identity & CultureBureaucrat-Artist Tension as Operating System

Signature MoveNo Backup Position in Any Negotiation

Operating PrincipleDenial as Quality Control

Identity & CulturePrincipal or Employee, No Middle Ground

Signature MoveInstinct Over Data as Decision Doctrine

Cornerstone MoveOne Dumb Step Then Course-Correct at Speed

Operating PrincipleCreative Conflict as Decision Engine

Decision FrameworkSerendipity as Career Navigation System

Cornerstone MoveControl Hardwired or Walk Away

Signature MoveHire Sparky Blank Slates Over Credentialed Veterans

Competitive AdvantageContrarian Counterprogramming as Market Entry

Strategic PatternScreens as Interactive Commerce Surfaces

Cornerstone MoveSeize Mismanaged Clay and Sculpt It

Capital StrategyCash the Lucky Check Immediately

Signature MoveMaterial First, Never the Package

Identity & CultureFearlessness Borrowed from Greater Terror

Operating PrincipleDrill to Molecular Understanding Before Acting

Signature MoveSpin Out What You Build, Never Hoard Scale

Signature MoveTorture the Process Until Truth Rings

Primary Evidence

"Next Steve added to the Disney column: PIXAR ONLY ONE HIT “We’ve had only one hit,” Steve said. “Before we prove we can repeat it, Disney might be reluctant to change our deal.” This was the one-hit-wonder problem. One hit did not make for a track record. “Anything else in Disney’s favor?” Steve asked. “We’ve talked about this,” I said, “but maybe Eisner’s interest in animation is waning. He just bet big by buying ABC, which includes ESPN. Animation could be on its way to becoming a sideshow for him.”"

Source:To Pixar and Beyond

"None of that mattered to Marty Davis, who went after him through me. I had a revealing discussion a couple of months after that first talk about Eisner. Marty said to me, “You’re going to have to remove him.” I said, “Well, you’ll have to remove me to remove him, because I’m not removing him.” Davis responded, “I feel very strongly about it.” “You can feel as strongly as you like, but you’re wrong, and I’m not doing it.” He said coldly, “Well, at some point I’ll have to confront that.” My tart response: “You do whatever you like.” That ended up ameliorating things, because Davis didn’t want to have a confrontation with me. At least not then. Paramount was just too successful, and I was still in a very strong position."

Source:Who Knew

Appears In Volumes

To Pixar and Beyond Who Knew