He was raised on Park Avenue in Manhattan. Eisner moved up the ranks, eventually becoming a senior vice president in charge of programming and development.
March 7,in Mt. Denison University, BA, NBC,page;FCC logging clerk; CBS, —, commercial slotter for programming department; ABC, —, assistant to the national programming director; —, manager of specials and talent; —, director of program development for the East Coast; —, vice president of daytime programming;vice president for program planning and development;senior vice president for prime-time production and development; Paramount Pictures, —, president and COO; The Walt Disney Company, —, chairman and CEO; —, CEO.
Work in Progress with Tony Schwartz As one of the most powerful people in the media industry, he was the target of both lavish praise and intense criticism, as Disney first defied and later fell short of expectations under his reign.
His leadership was so significantly polarizing that the executive once credited with breathing new life into Disney might ultimately be remembered as a mercurial manager who robbed it of its magic. His maternal grandfather was the cofounder of the American Safety Razor Company, and the family amassed a fortune selling military uniforms and razor blades.
In a interview with Larry King he said, "I just stumbled from one thing to another. He worked his first industry job during the summers of his college years as a page at NBC studios in New York. He answered phones for Johnny Carson and gave out the restaurant gift certificates that Carson awarded to contestants.
In he was promoted to manager of specials and talent and within a year became director of program development for the East Coast. Among other projects he oversaw the production of animated programs based on the popular singing groups The Jackson Five and The Osmond Brothers.
Paramount soon moved from last to first place among the six major movie-production studios. In October half of the top 10 box office attractions belonged to Paramount. Eisner told Larry King, "I was on the way out" October 10, Within a few years Eisner transformed Disney into the industry leader.
Each proved to be a box-office blockbuster and a merchandising bonanza. At the same time Disney diversified, releasing films for a wider audience through its Hollywood Pictures subsidiary and acquiring the independent Miramax to produce more offbeat films for the specialized urban market.
As the value of Disney stock soared, market watchers described Eisner as the prince who had awakened Sleeping Beauty. As quoted in the Philadelphia Inquirer, Nell Minow, the editor of The Corporate Library, an independent investment research firm in Portland, Mainesaid of Eisner, "He thinks about things in a richly textured, multilayered way.
You could count the number of people with that combination on one hand. In his autobiography Eisner said: For 10 years we never had a fight or a disagreement. I never once felt angry at him—not until he died instantly. Even then I felt angry only because Frank was not around to help me out with a very difficult situation, as he had so many times before.
But mostly what I felt was an overwhelming sense of sadness and loss" Katzenberg was in fact fired six months later, and five years of lawsuits began.
The settlements were complicated by the long and controversial professional and personal relationship between Katzenberg and Eisner. Hearings brought to the surface years of animosity on both sides, culminating in embarrassing testimony by a visibly shaken Eisner in which he was confronted with disparaging statements he had made about Katzenberg to Tony Schwartz, the coauthor of his autobiography; as reported by Time magazine, one of the statements was, "I hate the little midget" July 19, In Eisner discovered he had severe cardiac disease and underwent bypass surgery.
In a letter to the Pulitzer Prize—winning author Larry McMurtry, which was reproduced in his autobiography, Eisner called the experience a formative one: My life has a finite sense to it, and there is certainly a hollowness that comes with such realizations.
Although I fear the ceiling of death, at the same time I accept death for the first time and even look at it without fear" Just five weeks after hiring Ovitz, Eisner believed that his friend needed to be fired. Yet he hesitated out of the fear that Ovitz would commit suicide.
While ESPN and other cable properties grew, no unit of the company was as besieged as ABC, which lost money for the first time in a decade in spite of a fantastic advertising marketplace because audiences were splintering and programming costs kept climbing.
Entertainment—grew by just 3 percent. Some analysts said that the company had grown so big and its problems so far-reaching that they could not be counteracted by a couple of hit movies or TV shows or additional Disney stores. For the first nine months of fiscalexcluding a one-time gain from an asset sale, Disney reported declines in operating income of 17 percent, net income of 26 percent, and earnings per share of 27 percent.
Some Wall Street analysts cut their fiscal earnings estimates as many as five times, and 13 of 25 analysts issued a "hold" on the stock, according to Zacks Investment Research. The company had simply stopped growing, and the stall was not merely a momentary dip: Disney was not expected to match its fiscal earnings until at the earliest—a major setback for a company that for the decade after Eisner took over in had delivered annual increases in both profit and returns on equity of 20 percent.Michael Eisner, the veteran Hollywood executive who served as president and CEO of Paramount Pictures from and chairman and CEO of The Walt Disney Company from , let it .
Michael Dammann Eisner was born in Mt. Kisco, a small town north of New York City, in His father, Lester Eisner Jr., was a Harvard-educated lawyer and an investor in real estate, and the family was quite wealthy.
Aug 06, · The company that he has run since is sputtering on all cylinders. Theme-park attendance and bookings are down. How Michael Eisner Lost His Grip, Disney was later forced to pay Katzenberg.
May 22, · Opinions expressed by Forbes Contributors are their own. I write about leadership in history, pop culture and business. But summer is almost here, and there are much lighter topics to . Leadership Style of Michael Eisner The Disney Company has had two charismatic leaders in its history: Walt Disney and Michael Eisner.
Disney's tenure was followed by lackluster performance at the company after his death, and none of the executives at the organization possessed a personality strong enough to bring the company out of its . Drawing on a wide range of sources in Silicon Valley and Hollywood, he details how Jobs put Apple back on track, first with the iMac and then with the iPod, and traces Jobs' role in the remarkable rise of the Pixar animation studio, including his rancorous feud with Disney's Michael Eisner.