1. WALT DISNEY IMAGINEERING The Correlation Between Disney Imagineers and Strategic Information Technology

2. Adaption For a company to adapt it must have two capabilities: Having sufficient internal resources to accomplish change Being open and willing to change Disney, being one of the most successful companies in the world, definitely has the internal resources to accomplish change Disney also has shown in the past their willingness to change with Expedition Everest and Toy Story Mania

3. Bargaining Power WDI’s best bargaining power is its wonderful storytelling abilities No other theme park can compete with the attention to detail and integration of storylines that WDI puts into every one of its attractions

4. Barriers to Entry Disney has a Competitive Advantage when it comes to the Potential Threat of New Entrants A company would have to have massive internal resources to support a Business Plan that would even stand a chance against Disney

5. Business Intelligence In order for WDI to commit to making an expansion the size of the Fantasyland project, the Imagineers and other employees at Disney must have a very high Business Intelligence Disney needs to evaluate their performance effectively to continue to be profitable The ability to do large restructures like Fantasyland are only possible when a large amount of information is collected, and Imagineers are able to interpret that data to make informed decisions about reorganization.

6. Collaboration Collaboration among the Imagineers and other employees at Disney is critical Team members must work together to brainstorm ideas and engineer rides

7. Competitive Advantage Disney is able to create a Competitive Advantage in many different facets of business Their success is built on constantly coming up with new ideas in the marketplace and thriving off the advantages they already have

8. Computer Aided Drafting Disney’s Imagineers use Computer Aided Drafting to design all of the rides in Disney’s Theme Parks It is an innovative system that allows the Imagineers to engineer a ride that is fun, visually impressive, and a true Disney experience

9. Creativity Creativity is a major part of the work environment at Disney. The majority of Disney’s success has come from its ability to be creative. Imagineers use ideas to generate new worlds and rides through the use of technology.

10. Customer as Stakeholder Without a happy customer, Disney is nothing WDI wants to please its customers with everything it does Not only does WDI think of its Customers as Stakeholders, they are the most important stakeholder in every way

11. Decision Rights For Disney, decision rights are critical for its business and customers. The decisions should be made by the person or people with the most knowledge about the specific problem. The Imagineers know the most about the workings of Disney, and are the ones who make the crucial decisions when things come down to the wire.

12. Feedback Feedback is critical for WDI. It not only tells WDI about how their customers are enjoying or not enjoying themselves but it can also help them to understandwhat they did correctly or incorrectly. Feedback is a good way for Disney to see what they have done in the past and make sure they don’t make the same mistakes in the future.

13. Focus Disney’s focus is to be one of the world’s leading producers of entertainment. WDI is able to do this because it differentiates itself from competitors and focuses in on the important things that have to do with its business processes.

14. Forecasting Forecasting is a way for Disney to predict what outcomes it may encounter in the future. This is especially important with the implementation of the new expansion of Fanstasyland.

15. Future Orientation Disney is always looking to the future. The Fantasyland expansion is just one facet of the changes that Disney makes yearly to ensure that its customers are satisfied. Without looking to the future, Disney would be left in the dust by its competitors.

16. Hot Skills Disney Imagineers are the epitome of people with ‘hot skills’. They are the best in the field for every discipline, which is why they were chosen to become Imagineers.

17. Information Integration Without Information Integration, WDI would not be able to tie in the stories from Disney films to the rides and attractions they create for the parks. Without integration, attractions cannot be ahead of their time or better than others because they are based solely on the stories and experiences that Disney prides itself on.

18. Matrix Organization The organization that Disney utilizes is that of a matrix organization. The integration, in the previous slide, that Disney relies on to hold on to its competitive advantage is based on the principal that there are more than one, or even two, managers that an Imagineer must answer to before getting the green-light on a project.

19. Radical Redesign The radical redesign of Fantasyland is a positive and a negative for Disney. Many people are pleased that Mickey’s Toontown is being replaced, but others are sentimental and wish to have the park stay the same. WDI is taking a chance with the Radical Redesign of Fantasyland. By using Forecasting, WDI has predicted that the change will be a welcomed one.