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Universidad Disney
Universidad Disney revela el corazón de la cultura Disney, los principios de los altos ejecutivos y la filosofía operativa de la empresa. Doug Lipp presenta 13 lecciones que Disney ha utilizado para impulsar las ganancias y el crecimiento en todo el mundo durante más de medio siglo. Más que un libro de negocios poderoso, es un plan de liderazgo único y eficiente capaz de transformar positivamente cualquier organización.
Cuando hablamos de empleados de clase mundial, pocas organizaciones pueden competir con Disney. Famosos por su cordialidad, conocimiento, pasión y excelente servicio al cliente; los empleados y ejecutivos de Disney trabajan día a día con gran entusiasmo para mantenerse en los primeros lugares en el ámbito empresarial; sus estrategias de negocios, su liderazgo y trabajo en equipo han impulsado el éxito de la icónica marca por más de 50 años.
¿Cómo ha logrado mantener una fuerza laboral tan potente por tantos años? ¿Por qué tantas empresas y ejecutivos se han interesado en estudiar cómo Disney continúa siendo el ejemplo de los estándares de servicio y liderazgo? En este libro se comparten por primera vez en español los secretos de esta institución, los logros de sus líderes y la impresionante labor de la empresa en el ámbito de los negocios.
Cuando hablamos de empleados de clase mundial, pocas organizaciones pueden competir con Disney. Famosos por su cordialidad, conocimiento, pasión y excelente servicio al cliente; los empleados y ejecutivos de Disney trabajan día a día con gran entusiasmo para mantenerse en los primeros lugares en el ámbito empresarial; sus estrategias de negocios, su liderazgo y trabajo en equipo han impulsado el éxito de la icónica marca por más de 50 años.
¿Cómo ha logrado mantener una fuerza laboral tan potente por tantos años? ¿Por qué tantas empresas y ejecutivos se han interesado en estudiar cómo Disney continúa siendo el ejemplo de los estándares de servicio y liderazgo? En este libro se comparten por primera vez en español los secretos de esta institución, los logros de sus líderes y la impresionante labor de la empresa en el ámbito de los negocios.
223 pages, Kindle Edition
First published January 1, 2013
175 people are currently reading
1359 people want to read
About the author
Doug Lipp
9 books4 followersGordon Douglas Lipp known as Doug Lipp is a consultant, speaker, and author based in Fair Oaks, California. Lipp is an expert in leadership and customer service. He is the CEO and President of G. Douglas Lipp & Associates, a consulting firm
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Displaying 1 - 30 of 118 reviews
August 23, 2020
I was a trainer with the Disney University for most of my time with Disney. I taught classes at Disneyland and the Disney Studios. I treasure my time with the DU as it was the foundation of my career and brought some of the best life-long friends a girl could ask for. This book highlights the thought, intention, and work put into the Disney culture. Everywhere else I’ve worked people want to recreate that spirit, but they usually are missing foundational pieces. Identifying and living by your values is key. While I related to this book on a personal level and it made me reminisce on some great times, it’s a book everyone should read. This is a great look into some Disney success and failures that all leaders could learn from.
February 19, 2013
I'm not the target audience for this book. I don't have a business and I don't usually read non-fiction. But I do love Disneyland and always have. Some of my best memories come from trips to Disneyland whether it was with my parents growing up, Grad night & Mormon Night at Disneyland with my friends as a teenager or as a parent taking my own kids. For me it has always lived up to its name as being the Happiest Place on Earth. So when I saw this book on Netgalley I requested a copy and started reading it.
The stories in this book were what I loved the most. I loved hearing more about Walt Disney's vision for Disneyland, loved learning about how Disney trains their cast members and loved learning how they met some of the challenges they faced as the Disney franchises grew and expanded. Walt's interactions with cast members, a cast member cheering up a child who had dropped their popcorn, custodians who cleaned the Hunted Mansion so well it was no longer spooky enough and couldn't open, these and many other stories made me smile and enjoy this book much more than I expected to.
As soon as I would start to lose interest in what was being discussed there would be a new story that was shared that drew me right back into the book. Reading Disney U made me realize some of the reasons why I do love Disneyland so much... the cleanliness, the friendliness, the above and beyond details that go into everything from the rides to the shows to the parades to the decorations and flowers found through the park.
Rating: 4 Stars - Great Book
Content: Clean
Source: Netgalley
Genre/Age Level: Nonfiction Business which read somewhat like a memoir. Appropriate for anyone who is interested enough to read it.
March 2, 2023
“He was equally comfortable challenging everything, from the usefulness of the longest-standing policies to the leadership approaches of the most powerful. Van had courage.”
“What happens ‘backstage’ will end up ‘on-stage.’ If we aren’t friendly with each other…smiling and saying ‘good morning’ and things like that, then we’ll have a similar attitude toward our guests.”
“…but by the end of the orientation program, they all saw the pattern: the cast member was always smiling, his or her clothing was spotless, and if the cast member was giving the guest directions (to the restroom, perhaps), his or her hand was always open and inviting, not pointing the way with an index finger.”
“That’s why our sidewalks are curved; they are designed with people in mind—with the way people move. People tend to meander, not march, and our sidewalks complement that tendency.”
“When, where, and how often did you experience bad show when you interacted with service providers? When did you see or hear backstage behavior in a public on-stage environment?”
“We know the value of incorporating the guests’ perception when creating our attractions and buildings. In addition, we firmly believe that the best way to offer outstanding service to our guests is to first provide it to our employees. Our cast members are our number one customer. The show our guests experience on-stage is a direct reflection of what happens back here. Treating each other with respect and greeting each other backstage with a smile are just as important as our world-famous characters and attractions…We take care of the cast, the cast takes care of our guests, and our business thrives.”
“‘Our goal today was to appeal to you at an intellectual [and] emotional level. For example, we prepared the training room last night, well before your arrival. You are our guests, and we made sure our stage was set. Did you notice how all of the desks and chairs were perfectly aligned even when you returned from breaks? For those of you who arrived early, you didn’t see Hector, the staff, or me rushing around, did you? When you walked in, 100 percent of our focus was on [you.]’”
“‘You did this the whole day, not just this morning. You modeled respectful behavior to us just as we will do with guests once we start working. Your attention to all of these details helped me relax.’”
“Is it possible that what we have gained through experience, we have lost through habit, and that what we have gained through organization, we have lost in enthusiasm?”
“Put simply, the Disney University isn’t a car wash through which employees can be sent in preparation for work. It is much, much more. A sentiment shared by many executives who worked with Van is, ‘Training cannot be limited to “Here’s what you need to do, now go do it.” That’s not good enough. Training needs to instill a spirit, a feeling, an emotional connection. Training means creating an environment of thinking and feeling.’”
“A maxim of the movie industry is that ‘it takes a happy crew to produce a happy show.’”
“Organization values are typically exposed in the form of property and people maintenance.”
“Despite the resources at their disposal, too many training departments struggle to provide an educational experience that survives beyond the walls of those classrooms or the pages of their training manuals. Also, too many training departments fail to get employees’ support of the concepts, strategies, guidelines, rules, regulations, ideas, and procedures presented during training.”
“The Disney University’s success is due to its uncanny ability to capture the hearts and minds of the thousands of employees it serves.”
“Building and maintaining Disneyland—the attractions, restaurants, shops, and arcades—is just the starting point: the science. Maintaining the feel of Disneyland and employee morale is the art.”
“Amazing things happen when art and science are given equal billing: attractions operate consistently, and Snow White has only good days.”
“Walt would regularly walk through the Park, looking for problems or things to improve. He was good at it and always welcomed suggestions. I copied his routine. I continually walked through the Park, looking for different things, people problems. Facts are easy to identify; I was looking for feelings that were bothering Cast Members.”
“Walt Disney knew the value of learning as much as possible about the front lines by spending time [on] the front lines.”
“‘We’re thinking of updating the skyway,’ Walt informs him. ‘You work on this attraction every day, so I can’t think of anyone more qualified to give me ideas for the new design.’ A bit surprised, the cast member considers Walt’s comment, and then offers his suggestion. ‘Actually, the gondola roofs are too low and guests often bump their heads when I load and unload them.’……’Walt took the time to ask me, an 18-year-old cast member, for my opinion about the Skway.’ Even more impressive is the fact that the newly redesigned Skyway had gondolas with higher roofs.”
“That opened his eyes to some underlying problems. As Van describes it, ‘There was a definite reality gap between the romance we preached in orientation and the actualities of some jobs.’”
“If leaders are walking the park, what is the excuse? Walt Disney could carve time out of his day to walk the park. Why can’t every leader do that?”
“Program content had to reflect the reality of the workplace and still convey corporate values, standards, and expectations.”
“Providing The Happiest Place on Earth means that cast members must manage a delicate balance of priorities; without clarity, the task becomes overwhelming. Van France and Dick Nunis recognized the challenge. In response, they simplified this inherently complex environment by providing every cast member with clear marching orders during his or her Disney University orientation.”
“By placing numbers last, the SCSE (safety, courtesy, show, efficiency) model makes a clear, somewhat paradoxical statement; accomplishing the first three priorities ensures that this fourth one is sustainable in the form of happy and loyal cast members and guests.”
“Within days of the phone call from Michael Eisner, Disney Store cast members found themselves participating in a completely revamped ‘Van France-style’ training program. It meant closing the store for the day. Using the Disney Store as the classroom, the Disney University staff wasted no time getting cast members’ full attention and participation. They kicked off the day by sending all cast members into the mall as secret shoppers to assess competitors’ customer service.”
“…the connection between incessant attention to detail and outstanding guest service was constantly reinforced.”
“During another break, we would straighten things up; we made sure notepads and pens were aligned on the desks, refilled ice and water in pitchers, put chairs back in rows; we even put sugar and sweetener packets in the same order at the coffee station. It might seem a bit over the top, but we wanted to reinforce Walt’s and Van’s timeless message of ‘keep the place clean, fresh, and presentable.’”
“The barometer of employee morale, the turnover rate, was hovering near 83 percent; employees were leaving the company in such high numbers that the recruiting and training teams could barely fill the gaps. They had long passed the service industry average of 55 percent. Also, those who remained were far from content. According to those closest to the issue, ‘Our house was on fire, and we needed to do something about it. Something had to change.’”
“Sustaining the intense levels of pre-opening enthusiasm, effort, and momentum is not a reasonable goal for any organization. However, preventing a post-accomplishment toxic work environment or a mass exodus of employees driven out by crashing morale is a goal that is both attainable and worth pursuing.”
“Information from annual employee opinion polls and turnover data drove decisions. The Disney University collaborated with every division to crate a human resource plan that was based on the data gathered from employees.”
“We had put a lot of effort into attending to the needs of our external customers, but now we needed to ramp up our [internal] customer service.”
“Remodeled and upgraded break areas, cafeterias, and wardrobe dressing rooms conveyed to the cast members the importance of their comfort.”
“By 1975, two years after the commencement of the meetings in Cinderella Castle, the turnover rate at Walt Disney World had dropped from a dismally high 83 percent to 28 percent, a 66 percent relative reductive in turnover. The numbers, viewed from the opposite perspective of employee retention, reveal the impressive results. The initial anemic 17 percent employee retention rate grew to 72 percent, a stunning fourfold increase.
In isolation, none of the activities, meetingsi, or initiatives could have led to such a mind-boggling drop in turnover. The most important factor in this organizational evolution was the cumulative effect.”
“Inviting employees to critique the company via opinion polls and then acting on the information shared creates an environment of trust.”
“Data and metrics formed the basis of development plans. The employee opinion polls, combined with the turnover rates, provided ample information.”
“Cast member development and morale belonged to every division; the Disney University didn’t act alone.”
“If we ever lose them [the guests], it will take us ten years to get them back.” [Walt Disney]
“There is not one darned thing that you or I can do about the recession, depression, bankruptcies, unemployment or interest rates. But there [are] things that you or I [can do] about improving the friendliness, fun, showmanship and general happiness of the guests who pay us. We are in the unique position where each of us can do something to protect our own jobs and careers by improving the show…Our job is to work together to preserve this dream which made all other growth possible.”
“Differentiation is the ultimate goal: how to stand out as the employer of choice, vendor of choice, service provider of choice—the [whatever] of choice.”
“Pulling people from their real jobs into poorly designed training is a waste of resources and time and will undermine morale.”
“Plussing the show is as much about attitude as it is about budget.”
“Like Walt Disney, Van rejected the notion that economic malaise warrants abandoning efforts to plus the show. Bill Ross recalls a valuable lesson: ‘Van firmly believed in employment development activities and didn’t let a slim budget get in the way. Money might be tight; creativity is free.’”
“Mentoring, OJT, and role modeling can be much more useful and significantly less expensive than classroom training. Weekly staff meetings and five-minute pre-shift/post-shift ‘huddled’ provide tremendous training and learning opportunities.”
“Marketing is the time and money you spend to get people in the door. Training is the investment you make to get guests to come back and cast members to stay; it creates loyalty. It show was affected, I never cut corners to save money. I never canceled a training program if it helped our show.”
“Walt was very firm in stating that Disneyland—the dream—was the star. It was his way of controlling the people with their outsized egos who thought that they or their divisions, departments, or functions were responsible for our success.” [Van France]
“[In reference to The Little Mermaid being a blockbuster hit but success not being fully leveraged:] The consumer products team hadn’t been involved in developing merchandise until late in the game, and didn’t the product development cycle—from initial ideas to products on store shelves—is long, there hadn’t been time to catch up. The problem was due to the communication silos. The lack of timely communication and collaboration between business units has become a major problem.”
“We went back to the basics even though the participants in Disney Dimensions were at and above the vice present level.”
“We had them for seven very full days, and we set out to give them the complete Disney experience. We gave them tours of our parks and resorts in California and Florida. We also had interactive sessions at the studio and Imagineering. We had them analyze case studies— we got them talking. Essentially, we exposed them to every business unit in the company and had them solving each other’s problems.”
“When the consumer products experts explained the ‘play patterns’ of little girls with mermaid dolls, patterns that had not been understood by scriptwriters and those who marketed the movie, every executive in the room reacted in the same way: ‘Look at the opportunity we missed,’ says Carol. The importance of involving a more diverse team, even from the earliest levels of script development, became one of the many learning points garnered by those attending Disney Dimensions.”
“Throughout the day, Van helped the guy out. Van would step in and coach him. It wasn’t until the end of the session that we found out who Van was. How unassuming and helpful! As I worked my way through the company, I often thought of Van; he wasn’t too big to participate.”
“The Green Light experience and the Walt Disney Imagineering team exercise became the vehicles for participants to discuss company-specific issues in a risk-free environment. As simple as it might sound, this simple act of communicating helped improve trust and increase awareness of the collective wisdom residing in all the business units.”
“A box-office blockbuster creates numerous opportunities for synergy between consumer products (videos, dolls, costumes, toys, electronics, games, etc.) and the attractions and parades feature at Disney Parks and Resorts. In addition, hit movies can lead to big-budget musicals and entire areas (“lands”) in theme parks.
“‘We took care of their luggage, and we inspected every hotel room for cleanliness. Each night, next to the evening dessert plate, we placed reminders of any ‘homework assignments’ they needed to complete and a detailed overview of the activities for the following day. We were even careful about the placement of their luggage in their hotel room.’ Luggage wasn’t simply left on the floor in the entryway; it was placed at the foot of each bed.
The Disney University team took great care in creating a memorable guest (trainee) experience. Taking it a step further, they arranged gifts from consumer products in the executives’ rooms, including music CDs, DVDs of upcoming movies, and new marketing materials. This reinforced the value of surprising the guest and reminded attendees of the power of well-placed merchandise.
The Disney University team discussed key learning points with the participants after each and every one of these activities; the entire week was a living laboratory.
As the popularity of Disney Dimensions grew, senior executives presenting divisional overviews to the attendees started engaging them in solving actual business challenges. It was not uncommon to see a presenter use the program as a forum for problem resolution, challenging participants with the question, here is a problem we’re having in my division. Does anyone have any suggestions?”
“Every training event is an opportunity to be creative and interesting rather than the opposite: dull and academic.”
“However, the living laboratory experiential activities that led to advanced levels of cross-functional collaboration and creative problem solving are worthwhile goals for any organization. The price of admission to that sort of program is primarily an environment of trust.”
“It is much bigger than ‘everyone buys into it.’ It is ‘everyone [lives] it.’ From my earliest days at Disneyland, I saw managers and senior company executives lead the way as role models. This creates a gigantic difference. They weren’t above participating in training and leading by example.”
“How are real-time business issues used in training and development programs? Are there examples of business hits and misses that can be transformed into case studies for executive development? Do executives in your organization openly asses business successes and failures? If not, what are the barriers? What can your training staff do to create more openness and trust in its learning environments?”
“[Throughout my career], I had found that most people want to be involved in something greater than just being paid for a job. My basic story is about the two men laying bricks. When asked what he is doing, one man says, ‘I’m laying bricks.’ The other man performing the same task says, ‘I’m building a cathedral.’” [Van France]
“Throughout this presentation, ‘The Spirit of Disneyland,’ Van will unveil to this new audience the most valuable secret: the Disney culture of putting people first.”
“‘Quality is essential in guest courtesy, in showmanship, and throughout our backstage activities as well as those on stage.’
Van follows this statement with his most important message, the one about creating a respectful environment: ‘The initial Disneyland protestation program was designed to ‘take the servility out of service-related jobs,.’ In the program, certain terms were coined which have been copied around the world.
‘And, since hardly anyone except Walt Disney knew what Disneyland was going to be, we had to establish a sense of history by using the traditions of movies as a basis for functions at Disneyland.’”
“We don’t have ‘crowds,’ we have an ‘Audience.’…At Disneyland, I wanted people to feel they were involved in something more important than parking cars, serving food, or sweeping up popcorn, that they would be creating happiness for others.”
“Van’s message has remained the same: instill a sense of pride among employees about where they work and the jobs they perform. Van was determined to make Disneyland a place where customers and employees experienced second-to-none service. He knew that creating happiness would be impossible if employees didn’t feel respected and good about what they were doing, regardless of their individual jobs.”
“Just as paint won’t improve the structural integrity of a building, catchy words for customers and employees have no value without leadership support.”
“Walt Disney researched his competitors well before building Disneyland and found that they all had one thing in common: their filthiness. From that point on, he let it be known that Disneyland as well as the employees who worked there, would be a model of cleanliness. Walt’s desire to keep Disneyland clean, insisting, “the streets be clean enough to eat of off,’ remains one of the fundamentals of it success and a cornerstone of the Disney culture.
When the new-hire employees at Disney parks or resorts see managers and executives bending over to pick up trash, the message is clear: ‘what they taught us in the Disney University actually happens; I believe it.’ The values instilled by Walt and perpetuated by Van are reflected in the daily actions of cast members at every organizational level.”
“Creating a culture in which actions and words convey the same message can also mean creating a culture of brutal honesty. Walt’s and Van’s message that pride, teamwork, and park cleanliness are indicators of organizational health extends to every Disney property, and there aren’t any excuses for failing to attain the standard.”
“[From Jim Cora] I recently received an e-mail message from a manager at Disneyland Paris. He was complaining that the custodians, before going on strike and just prior to the park opening that morning, dumped trash from the cans onto Main Street. I wrote back to the manager with the following question: ‘Why were the trash cans full?’”
“What happens ‘backstage’ will end up ‘on-stage.’ If we aren’t friendly with each other…smiling and saying ‘good morning’ and things like that, then we’ll have a similar attitude toward our guests.”
“…but by the end of the orientation program, they all saw the pattern: the cast member was always smiling, his or her clothing was spotless, and if the cast member was giving the guest directions (to the restroom, perhaps), his or her hand was always open and inviting, not pointing the way with an index finger.”
“That’s why our sidewalks are curved; they are designed with people in mind—with the way people move. People tend to meander, not march, and our sidewalks complement that tendency.”
“When, where, and how often did you experience bad show when you interacted with service providers? When did you see or hear backstage behavior in a public on-stage environment?”
“We know the value of incorporating the guests’ perception when creating our attractions and buildings. In addition, we firmly believe that the best way to offer outstanding service to our guests is to first provide it to our employees. Our cast members are our number one customer. The show our guests experience on-stage is a direct reflection of what happens back here. Treating each other with respect and greeting each other backstage with a smile are just as important as our world-famous characters and attractions…We take care of the cast, the cast takes care of our guests, and our business thrives.”
“‘Our goal today was to appeal to you at an intellectual [and] emotional level. For example, we prepared the training room last night, well before your arrival. You are our guests, and we made sure our stage was set. Did you notice how all of the desks and chairs were perfectly aligned even when you returned from breaks? For those of you who arrived early, you didn’t see Hector, the staff, or me rushing around, did you? When you walked in, 100 percent of our focus was on [you.]’”
“‘You did this the whole day, not just this morning. You modeled respectful behavior to us just as we will do with guests once we start working. Your attention to all of these details helped me relax.’”
“Is it possible that what we have gained through experience, we have lost through habit, and that what we have gained through organization, we have lost in enthusiasm?”
“Put simply, the Disney University isn’t a car wash through which employees can be sent in preparation for work. It is much, much more. A sentiment shared by many executives who worked with Van is, ‘Training cannot be limited to “Here’s what you need to do, now go do it.” That’s not good enough. Training needs to instill a spirit, a feeling, an emotional connection. Training means creating an environment of thinking and feeling.’”
“A maxim of the movie industry is that ‘it takes a happy crew to produce a happy show.’”
“Organization values are typically exposed in the form of property and people maintenance.”
“Despite the resources at their disposal, too many training departments struggle to provide an educational experience that survives beyond the walls of those classrooms or the pages of their training manuals. Also, too many training departments fail to get employees’ support of the concepts, strategies, guidelines, rules, regulations, ideas, and procedures presented during training.”
“The Disney University’s success is due to its uncanny ability to capture the hearts and minds of the thousands of employees it serves.”
“Building and maintaining Disneyland—the attractions, restaurants, shops, and arcades—is just the starting point: the science. Maintaining the feel of Disneyland and employee morale is the art.”
“Amazing things happen when art and science are given equal billing: attractions operate consistently, and Snow White has only good days.”
“Walt would regularly walk through the Park, looking for problems or things to improve. He was good at it and always welcomed suggestions. I copied his routine. I continually walked through the Park, looking for different things, people problems. Facts are easy to identify; I was looking for feelings that were bothering Cast Members.”
“Walt Disney knew the value of learning as much as possible about the front lines by spending time [on] the front lines.”
“‘We’re thinking of updating the skyway,’ Walt informs him. ‘You work on this attraction every day, so I can’t think of anyone more qualified to give me ideas for the new design.’ A bit surprised, the cast member considers Walt’s comment, and then offers his suggestion. ‘Actually, the gondola roofs are too low and guests often bump their heads when I load and unload them.’……’Walt took the time to ask me, an 18-year-old cast member, for my opinion about the Skway.’ Even more impressive is the fact that the newly redesigned Skyway had gondolas with higher roofs.”
“That opened his eyes to some underlying problems. As Van describes it, ‘There was a definite reality gap between the romance we preached in orientation and the actualities of some jobs.’”
“If leaders are walking the park, what is the excuse? Walt Disney could carve time out of his day to walk the park. Why can’t every leader do that?”
“Program content had to reflect the reality of the workplace and still convey corporate values, standards, and expectations.”
“Providing The Happiest Place on Earth means that cast members must manage a delicate balance of priorities; without clarity, the task becomes overwhelming. Van France and Dick Nunis recognized the challenge. In response, they simplified this inherently complex environment by providing every cast member with clear marching orders during his or her Disney University orientation.”
“By placing numbers last, the SCSE (safety, courtesy, show, efficiency) model makes a clear, somewhat paradoxical statement; accomplishing the first three priorities ensures that this fourth one is sustainable in the form of happy and loyal cast members and guests.”
“Within days of the phone call from Michael Eisner, Disney Store cast members found themselves participating in a completely revamped ‘Van France-style’ training program. It meant closing the store for the day. Using the Disney Store as the classroom, the Disney University staff wasted no time getting cast members’ full attention and participation. They kicked off the day by sending all cast members into the mall as secret shoppers to assess competitors’ customer service.”
“…the connection between incessant attention to detail and outstanding guest service was constantly reinforced.”
“During another break, we would straighten things up; we made sure notepads and pens were aligned on the desks, refilled ice and water in pitchers, put chairs back in rows; we even put sugar and sweetener packets in the same order at the coffee station. It might seem a bit over the top, but we wanted to reinforce Walt’s and Van’s timeless message of ‘keep the place clean, fresh, and presentable.’”
“The barometer of employee morale, the turnover rate, was hovering near 83 percent; employees were leaving the company in such high numbers that the recruiting and training teams could barely fill the gaps. They had long passed the service industry average of 55 percent. Also, those who remained were far from content. According to those closest to the issue, ‘Our house was on fire, and we needed to do something about it. Something had to change.’”
“Sustaining the intense levels of pre-opening enthusiasm, effort, and momentum is not a reasonable goal for any organization. However, preventing a post-accomplishment toxic work environment or a mass exodus of employees driven out by crashing morale is a goal that is both attainable and worth pursuing.”
“Information from annual employee opinion polls and turnover data drove decisions. The Disney University collaborated with every division to crate a human resource plan that was based on the data gathered from employees.”
“We had put a lot of effort into attending to the needs of our external customers, but now we needed to ramp up our [internal] customer service.”
“Remodeled and upgraded break areas, cafeterias, and wardrobe dressing rooms conveyed to the cast members the importance of their comfort.”
“By 1975, two years after the commencement of the meetings in Cinderella Castle, the turnover rate at Walt Disney World had dropped from a dismally high 83 percent to 28 percent, a 66 percent relative reductive in turnover. The numbers, viewed from the opposite perspective of employee retention, reveal the impressive results. The initial anemic 17 percent employee retention rate grew to 72 percent, a stunning fourfold increase.
In isolation, none of the activities, meetingsi, or initiatives could have led to such a mind-boggling drop in turnover. The most important factor in this organizational evolution was the cumulative effect.”
“Inviting employees to critique the company via opinion polls and then acting on the information shared creates an environment of trust.”
“Data and metrics formed the basis of development plans. The employee opinion polls, combined with the turnover rates, provided ample information.”
“Cast member development and morale belonged to every division; the Disney University didn’t act alone.”
“If we ever lose them [the guests], it will take us ten years to get them back.” [Walt Disney]
“There is not one darned thing that you or I can do about the recession, depression, bankruptcies, unemployment or interest rates. But there [are] things that you or I [can do] about improving the friendliness, fun, showmanship and general happiness of the guests who pay us. We are in the unique position where each of us can do something to protect our own jobs and careers by improving the show…Our job is to work together to preserve this dream which made all other growth possible.”
“Differentiation is the ultimate goal: how to stand out as the employer of choice, vendor of choice, service provider of choice—the [whatever] of choice.”
“Pulling people from their real jobs into poorly designed training is a waste of resources and time and will undermine morale.”
“Plussing the show is as much about attitude as it is about budget.”
“Like Walt Disney, Van rejected the notion that economic malaise warrants abandoning efforts to plus the show. Bill Ross recalls a valuable lesson: ‘Van firmly believed in employment development activities and didn’t let a slim budget get in the way. Money might be tight; creativity is free.’”
“Mentoring, OJT, and role modeling can be much more useful and significantly less expensive than classroom training. Weekly staff meetings and five-minute pre-shift/post-shift ‘huddled’ provide tremendous training and learning opportunities.”
“Marketing is the time and money you spend to get people in the door. Training is the investment you make to get guests to come back and cast members to stay; it creates loyalty. It show was affected, I never cut corners to save money. I never canceled a training program if it helped our show.”
“Walt was very firm in stating that Disneyland—the dream—was the star. It was his way of controlling the people with their outsized egos who thought that they or their divisions, departments, or functions were responsible for our success.” [Van France]
“[In reference to The Little Mermaid being a blockbuster hit but success not being fully leveraged:] The consumer products team hadn’t been involved in developing merchandise until late in the game, and didn’t the product development cycle—from initial ideas to products on store shelves—is long, there hadn’t been time to catch up. The problem was due to the communication silos. The lack of timely communication and collaboration between business units has become a major problem.”
“We went back to the basics even though the participants in Disney Dimensions were at and above the vice present level.”
“We had them for seven very full days, and we set out to give them the complete Disney experience. We gave them tours of our parks and resorts in California and Florida. We also had interactive sessions at the studio and Imagineering. We had them analyze case studies— we got them talking. Essentially, we exposed them to every business unit in the company and had them solving each other’s problems.”
“When the consumer products experts explained the ‘play patterns’ of little girls with mermaid dolls, patterns that had not been understood by scriptwriters and those who marketed the movie, every executive in the room reacted in the same way: ‘Look at the opportunity we missed,’ says Carol. The importance of involving a more diverse team, even from the earliest levels of script development, became one of the many learning points garnered by those attending Disney Dimensions.”
“Throughout the day, Van helped the guy out. Van would step in and coach him. It wasn’t until the end of the session that we found out who Van was. How unassuming and helpful! As I worked my way through the company, I often thought of Van; he wasn’t too big to participate.”
“The Green Light experience and the Walt Disney Imagineering team exercise became the vehicles for participants to discuss company-specific issues in a risk-free environment. As simple as it might sound, this simple act of communicating helped improve trust and increase awareness of the collective wisdom residing in all the business units.”
“A box-office blockbuster creates numerous opportunities for synergy between consumer products (videos, dolls, costumes, toys, electronics, games, etc.) and the attractions and parades feature at Disney Parks and Resorts. In addition, hit movies can lead to big-budget musicals and entire areas (“lands”) in theme parks.
“‘We took care of their luggage, and we inspected every hotel room for cleanliness. Each night, next to the evening dessert plate, we placed reminders of any ‘homework assignments’ they needed to complete and a detailed overview of the activities for the following day. We were even careful about the placement of their luggage in their hotel room.’ Luggage wasn’t simply left on the floor in the entryway; it was placed at the foot of each bed.
The Disney University team took great care in creating a memorable guest (trainee) experience. Taking it a step further, they arranged gifts from consumer products in the executives’ rooms, including music CDs, DVDs of upcoming movies, and new marketing materials. This reinforced the value of surprising the guest and reminded attendees of the power of well-placed merchandise.
The Disney University team discussed key learning points with the participants after each and every one of these activities; the entire week was a living laboratory.
As the popularity of Disney Dimensions grew, senior executives presenting divisional overviews to the attendees started engaging them in solving actual business challenges. It was not uncommon to see a presenter use the program as a forum for problem resolution, challenging participants with the question, here is a problem we’re having in my division. Does anyone have any suggestions?”
“Every training event is an opportunity to be creative and interesting rather than the opposite: dull and academic.”
“However, the living laboratory experiential activities that led to advanced levels of cross-functional collaboration and creative problem solving are worthwhile goals for any organization. The price of admission to that sort of program is primarily an environment of trust.”
“It is much bigger than ‘everyone buys into it.’ It is ‘everyone [lives] it.’ From my earliest days at Disneyland, I saw managers and senior company executives lead the way as role models. This creates a gigantic difference. They weren’t above participating in training and leading by example.”
“How are real-time business issues used in training and development programs? Are there examples of business hits and misses that can be transformed into case studies for executive development? Do executives in your organization openly asses business successes and failures? If not, what are the barriers? What can your training staff do to create more openness and trust in its learning environments?”
“[Throughout my career], I had found that most people want to be involved in something greater than just being paid for a job. My basic story is about the two men laying bricks. When asked what he is doing, one man says, ‘I’m laying bricks.’ The other man performing the same task says, ‘I’m building a cathedral.’” [Van France]
“Throughout this presentation, ‘The Spirit of Disneyland,’ Van will unveil to this new audience the most valuable secret: the Disney culture of putting people first.”
“‘Quality is essential in guest courtesy, in showmanship, and throughout our backstage activities as well as those on stage.’
Van follows this statement with his most important message, the one about creating a respectful environment: ‘The initial Disneyland protestation program was designed to ‘take the servility out of service-related jobs,.’ In the program, certain terms were coined which have been copied around the world.
‘And, since hardly anyone except Walt Disney knew what Disneyland was going to be, we had to establish a sense of history by using the traditions of movies as a basis for functions at Disneyland.’”
“We don’t have ‘crowds,’ we have an ‘Audience.’…At Disneyland, I wanted people to feel they were involved in something more important than parking cars, serving food, or sweeping up popcorn, that they would be creating happiness for others.”
“Van’s message has remained the same: instill a sense of pride among employees about where they work and the jobs they perform. Van was determined to make Disneyland a place where customers and employees experienced second-to-none service. He knew that creating happiness would be impossible if employees didn’t feel respected and good about what they were doing, regardless of their individual jobs.”
“Just as paint won’t improve the structural integrity of a building, catchy words for customers and employees have no value without leadership support.”
“Walt Disney researched his competitors well before building Disneyland and found that they all had one thing in common: their filthiness. From that point on, he let it be known that Disneyland as well as the employees who worked there, would be a model of cleanliness. Walt’s desire to keep Disneyland clean, insisting, “the streets be clean enough to eat of off,’ remains one of the fundamentals of it success and a cornerstone of the Disney culture.
When the new-hire employees at Disney parks or resorts see managers and executives bending over to pick up trash, the message is clear: ‘what they taught us in the Disney University actually happens; I believe it.’ The values instilled by Walt and perpetuated by Van are reflected in the daily actions of cast members at every organizational level.”
“Creating a culture in which actions and words convey the same message can also mean creating a culture of brutal honesty. Walt’s and Van’s message that pride, teamwork, and park cleanliness are indicators of organizational health extends to every Disney property, and there aren’t any excuses for failing to attain the standard.”
“[From Jim Cora] I recently received an e-mail message from a manager at Disneyland Paris. He was complaining that the custodians, before going on strike and just prior to the park opening that morning, dumped trash from the cans onto Main Street. I wrote back to the manager with the following question: ‘Why were the trash cans full?’”
October 14, 2022
Este libro tiene una magia y energía especiales. Esto sucede porque su concepto proviene del maravilloso mundo de Disney: uno tan rico y de un aprendizaje tremendo.
Plasmar tantas ideas, pensamientos y emociones, cuando de hablar de Disney se trata, es, sin lugar a dudas, una gran responsabilidad, porque implica arriesgarse en papel, a hablar de algo que ha sido leyenda, pasión y compromiso absolutos, a lo largo de toda una vida.
Me encanta, principalmente, porque la Universidad Disney se traduce a la cultura organizacional, vista desde la satisfacción de necesidades, de un público que se vino a nutrir del "espectáculo" que el producto o empresa, ofrece a sus invitados. Resulta fascinante cómo en Disney, el no, no es parte de su cultura, cómo todo es posible y cómo todos están comprometidos, con la luz y energía que Disney, deja en los corazones de sus clientes y empleados.
Con la Universidad Disney, nos ponemos la camiseta, para aprender cómo llevar una empresa a la cúspide, sin perder el piso, sin olvidar de dónde se viene y hasta dónde se quiere llegar.
Sentir la energía, la pasión, la entrega y convicción de un grandioso Walt Disney, junto a Van France, fue siempre hermoso y alentador.
Añoré regresar a la belleza de los parques de Disney, con la plena convicción de que su magia y el legado de impacto que deja en sus clientes, es atemporal y dirigido a cualquier edad y generación. Esa caricia al alma de Disney, desde las películas, hasta sus parques inolvidables, y grandes fundadores, es de tremenda inspiración para el mundo.
Un libro dirigido a jefes, empleados, clientes y a todo aquel que quiere ser de alto impacto a nivel organizacional, tomando como punto de partida y referencia bestial, la insuperable Universidad Disney.
Plasmar tantas ideas, pensamientos y emociones, cuando de hablar de Disney se trata, es, sin lugar a dudas, una gran responsabilidad, porque implica arriesgarse en papel, a hablar de algo que ha sido leyenda, pasión y compromiso absolutos, a lo largo de toda una vida.
Me encanta, principalmente, porque la Universidad Disney se traduce a la cultura organizacional, vista desde la satisfacción de necesidades, de un público que se vino a nutrir del "espectáculo" que el producto o empresa, ofrece a sus invitados. Resulta fascinante cómo en Disney, el no, no es parte de su cultura, cómo todo es posible y cómo todos están comprometidos, con la luz y energía que Disney, deja en los corazones de sus clientes y empleados.
Con la Universidad Disney, nos ponemos la camiseta, para aprender cómo llevar una empresa a la cúspide, sin perder el piso, sin olvidar de dónde se viene y hasta dónde se quiere llegar.
Sentir la energía, la pasión, la entrega y convicción de un grandioso Walt Disney, junto a Van France, fue siempre hermoso y alentador.
Añoré regresar a la belleza de los parques de Disney, con la plena convicción de que su magia y el legado de impacto que deja en sus clientes, es atemporal y dirigido a cualquier edad y generación. Esa caricia al alma de Disney, desde las películas, hasta sus parques inolvidables, y grandes fundadores, es de tremenda inspiración para el mundo.
Un libro dirigido a jefes, empleados, clientes y a todo aquel que quiere ser de alto impacto a nivel organizacional, tomando como punto de partida y referencia bestial, la insuperable Universidad Disney.
December 22, 2015
This is a quick read about how Disney teaches employees about service and about the creation of Disney University. It's also an appreciation of the fellow who Walt Disney asked to start the University, Van France. France shows up time and again as the intelligent and thoughtful and sometimes gruff coach to Disney workers. The best parts of the book for me were the descriptions of how Disney narrows down the focus of training of employees to a few concise terms. By focusing of fewer objectives, it seems they can do much more training and imparting of culture. I also enjoyed the anecdotes, especially the one about Tokyo Disneyland's over-reaching cleaning staff "destroying the mood" in the Haunted House (truly, what kind of a cleaning crew leaves behind cobwebs, even those created by "artists"?). The book does feel like a magazine article extended out. The last chapter about employee group activities goes into some detail on the different "sports" in the employee olympics over time -- this is just filler. The anecdote about using the spare room in Cinderella's castle for change-the-company meetings seemed to go on and on. Other places in the text felt the same. Overall, because this is Disney, I liked the book.
November 23, 2014
I read a surprisingly large number of books on business management. I do this not only because of my authorial enterprise, but in an attempt to improve on my "day job."
"Disney U" is the story of Van France's legendary staff training program, begun at Disneyland in the 1950s and continuing (with updates along the way) through the present day. Author Doug Lipp looks at what France called the Four Circumstances (Innovate, Support, Educate, Entertain) and uses them to examine things like new employee orientation, training policies, and more. Exercises at the end of each chapter allow readers to determine how their own companies employ the techniques described, and explain how the Four Circumstances tie in.
I truly wish that all companies would operate on the principles taught at Disney's various enterprises; there is a reason that people stay happily employed there for decades, and a lot of it has to do with employee involvement and managerial care. This book explains how it all works, from the top down.
"Disney U" is the story of Van France's legendary staff training program, begun at Disneyland in the 1950s and continuing (with updates along the way) through the present day. Author Doug Lipp looks at what France called the Four Circumstances (Innovate, Support, Educate, Entertain) and uses them to examine things like new employee orientation, training policies, and more. Exercises at the end of each chapter allow readers to determine how their own companies employ the techniques described, and explain how the Four Circumstances tie in.
I truly wish that all companies would operate on the principles taught at Disney's various enterprises; there is a reason that people stay happily employed there for decades, and a lot of it has to do with employee involvement and managerial care. This book explains how it all works, from the top down.
June 21, 2020
I just finished a reread of this book. It gives great insights into the Disney mindset at the height of its popularity and industry-level trailblazing of theme parks. I’m using it to apply some of these principles to my management of my work environment. It really does work as it can be applied to almost any business setting.
December 14, 2017
The best part was the summary at the end of each chapter. I found it repetitive and also more of a tribute to Van France who created Disney University than a management book. There are some good anecdotes and I had some ideas for my work. An easy skim.
May 27, 2024
Ok business book. The author seemed to spend the entire book praising Van France, the creator of Disney University. That said, there is some good advice, such as mixing of art, and science, and the importance of all levels of an organization dealing with culture change.
July 24, 2020
Very interesting. Well written. This is not going to be everyone’s book. This is a very precise subject and you can get a lot out of it, if it is the subject you’re interested in. If not, this is more for the hardcore Disneyland aficionado.
April 10, 2013
Read my full review: http://bit.ly/10WoDg0
My opinion: Periodically, a business book pops up that it will be a game changer in the business world. We saw this with Jim Collins book GOOD TO GREAT and my whole-hearted belief is that we will see the same thing with Doug Lipp's Disney U.
In grad school, there were 4 organizations that were emphasized as being best practice examples of not only successful business models, but leaders in a customer centric business approach. Disney was one of these companies and is an organization that has fascinated me for years.
Mr. Lipp laid out critical business lessons, not only necessary to training programs, but business survival. He reflects on how Disney International lived these lessons for more than half a decade. Then, my favorite part of the book...he gives key take-aways to reinforce necessary components of what he was teaching from each chapter and questions to ask to determine preparedness or identify weakness in an organization.
In reading this book, I was reminded of Toyota, W. Edward Deming and Lean/CQI/Six Sigma in the 1980's. As the business world gets tougher, customer service separates successful from unsuccessful businesses, I truly believe that Disney, particularly its customer centric approach, will be the business model to mimic in the future (we are actually seeing this movement starting) and Doug Lipp will be the pied piper in reminding businesses that the customer experience and how this message is conveyed to a business' most important resource, its front line staff, is key.
Want to know more about this author: http://www.douglipp.com/
My opinion: Periodically, a business book pops up that it will be a game changer in the business world. We saw this with Jim Collins book GOOD TO GREAT and my whole-hearted belief is that we will see the same thing with Doug Lipp's Disney U.
In grad school, there were 4 organizations that were emphasized as being best practice examples of not only successful business models, but leaders in a customer centric business approach. Disney was one of these companies and is an organization that has fascinated me for years.
Mr. Lipp laid out critical business lessons, not only necessary to training programs, but business survival. He reflects on how Disney International lived these lessons for more than half a decade. Then, my favorite part of the book...he gives key take-aways to reinforce necessary components of what he was teaching from each chapter and questions to ask to determine preparedness or identify weakness in an organization.
In reading this book, I was reminded of Toyota, W. Edward Deming and Lean/CQI/Six Sigma in the 1980's. As the business world gets tougher, customer service separates successful from unsuccessful businesses, I truly believe that Disney, particularly its customer centric approach, will be the business model to mimic in the future (we are actually seeing this movement starting) and Doug Lipp will be the pied piper in reminding businesses that the customer experience and how this message is conveyed to a business' most important resource, its front line staff, is key.
Want to know more about this author: http://www.douglipp.com/
September 10, 2013
Best book on business culture I have ever read. Doug Lipp does a great job using Disney anecdotes to keep the readers attention. I have read many business management books that struggle to capture a concrete message and my attention as a reader; this was never a problem when reading Disney U. I also particularly enjoyed how this book was not a mere summary of past Disney or management books. Mr. Lipp clearly has untapped insight on how Disney operates their customer service University. I highly recommend this book to any manager who is looking to improve relations with their employees and enhance the customer experience in their field or place of business. Great book, Doug!
December 30, 2021
Para los que somos profesores, sobre todo aquellos que tratamos el Liderazgo como punto de partida de muchas acciones de éxito, puede ser útil a la hora de sacar ideas de cómo tratar a subordinados para que ellos lo hagan con los clientes. Sirve, pero es repetitivo.
July 16, 2018
A few years ago, I was feeling frustrated with my job. I felt I was talented in what I did, but I guess as the great Victor Frankl would say, I hadn't found out yet what my "Meaning" was. I am grateful for that situation, because it is in those moments that your brain makes the truly important questions about yourself and about your passions. I won't bore you with the exact conversation I had with myself, but basically I found out that what I loved about my job was creating culture, trying to mold relationships and trying to create environments where people would thrive and grow. Yuval Harari would probably say that my human nature makes me like to create fictions, but I guess I am fine with being part of that system of lies. So I've always been curious about the organizations that manage to create that passion and sense of accomplishment in their teams. Disney is a tricky example I think, because even if you've never worked there, the brand itself carries a bunch of feelings and emotions developed since we were children (anger and sadness for the dead of Mufasa, joy of remembering the lyrics of Hakuna Matata and tenderness for Bambi, amongst others). But what about the people who work there? Are they constantly caught up in the Disney magic? Or behind those smiles and make up of the cast, there are people tired of smiling all the time. Well, what I learned from this book is that being part of the cast (That's what they call their employees, regardless of the fact they work in an acting, janitorial or administrative capacity) is more than a real job, it's a passion for them. And the fact is that, more than the job itself, what creates the passion in them, is the possibility to replicate that passion in other people (peers and customers alike). Going back to Dr. Frankl, they create a Meaning for these talented people, a meaning based on that Disney magic of keeping everything clean and fun. Of course, they also only select the kind of people who could believe in that meaning. But isn't that the kind of organization that we all thrive to create (or be a part of) eventually? One where our peers carry a little bit of childlike amazement and showmanship in their respective roles? I do.
February 11, 2018
This book was our reading series book for our professional development at work. Basically it uncovers the things that make Disney such an amazing place to work. Beginning with Walt Disney and then Van France, the man who created the Disney University. Doug Lipp was the person who was in charge of Disney University at Disney Tokyo. I found it amazing that Frank Lloyd Wright was hired to give classes and lectures to the animators of Disney-could you imagine? Van established four key components to training employees, 1. Innovation 2. organizational support 3. education 4. entertain. If any organization knows how to entertain, it sure is Disney! I love how everyone at Disney is given the training no matter what your level of employment. The story about the Haunted Mansion at Disney Tokyo was hilarious! Key components to Disney are SCSE, Safety, Courtesy, Show, and Efficiency. Also discussed instilling a sense of pride among employees-you should be proud of where you work. I know I am! I learned that Walt Disney's first character wasn't Mickey Mouse-it was Oswald the Lucky Rabbit! Mind blown! I had the pleasure of hearing Doug Lipp speak at my alma mater-and he signed my book and posed for a picture. Very nice man. Great book! Makes me want to return to Disney World!
February 7, 2023
A easy read on what makes Disney so special (experience, service, consistency), from the person who oversaw Disney University for many years.
4 Circumstance of Disney University:
1) Innovate: forward-thinking, comfortable with risk
2) Support: provide support that is overt, enthusiastic, and sustained
3) Educate: employee education must be an indispensable component or org culture, simple to remember and act upon, implemented at all levels of the org
4) Entertain: must be engaging, memorable, and fun
Capturing Hearts and Minds: Provide values, not just things. Pulling back the curtain...training goals are aligned with every department. Remember "it's everyone's job."
It takes art and science: Balance art and science, combination of friendliness and compelling product or service. Keep the park fresh: constantly upgrading parks. The best is never the ebst
Gather facts and feelings, walk the park: A fresh perspective...walk the park and talk to guests. Gather facts and feeling...what is bothering employees. One foot in the past, one foot in the future...balance history and legacy with current and future needs.
Be willing to change or willing to perish.
4 Circumstance of Disney University:
1) Innovate: forward-thinking, comfortable with risk
2) Support: provide support that is overt, enthusiastic, and sustained
3) Educate: employee education must be an indispensable component or org culture, simple to remember and act upon, implemented at all levels of the org
4) Entertain: must be engaging, memorable, and fun
Capturing Hearts and Minds: Provide values, not just things. Pulling back the curtain...training goals are aligned with every department. Remember "it's everyone's job."
It takes art and science: Balance art and science, combination of friendliness and compelling product or service. Keep the park fresh: constantly upgrading parks. The best is never the ebst
Gather facts and feelings, walk the park: A fresh perspective...walk the park and talk to guests. Gather facts and feeling...what is bothering employees. One foot in the past, one foot in the future...balance history and legacy with current and future needs.
Be willing to change or willing to perish.
December 10, 2020
This book has the key questions to be able to develop good staff within organizations and helps understand how to improve and create an organizational culture where employees not only feel at ease, but they feel part of the organization.
There are many things to learn and it is interesting how you can solve the problems that can be involved, however the content lacked the Disney factor, which could take you in a more extraordinary way in reading, honestly it was not as good as I expected and that is why I give it three stars; despite, it has good theoretical material that can be implemented.
There are many things to learn and it is interesting how you can solve the problems that can be involved, however the content lacked the Disney factor, which could take you in a more extraordinary way in reading, honestly it was not as good as I expected and that is why I give it three stars; despite, it has good theoretical material that can be implemented.
October 19, 2025
La mejor manera que las organizaciones puede mejorar sustancialmente sus procesos, metas y objetivos, motivación de los colaboradores es a través de la capacitación intensa, llevados en acompañamiento de actividades creativas d e integración, ya que esto fomenta la convivencia entre todos los miembros de la organización.
El ejemplo de la Universidad Disney es muy enriquecedor, entrenamiento, orientación contante, involucramiento pleno de todos los miembros del equipo, desde la alta Dirección hasta la base de las operaciones todos hacen que Disney sea hoy una de las mejores empresa para poder trabajar y sobre todo retener a su gente.
El ejemplo de la Universidad Disney es muy enriquecedor, entrenamiento, orientación contante, involucramiento pleno de todos los miembros del equipo, desde la alta Dirección hasta la base de las operaciones todos hacen que Disney sea hoy una de las mejores empresa para poder trabajar y sobre todo retener a su gente.
May 22, 2020
Es un excelente libro para aquellas personas emprendedoras o con la intención de serlo, te da muchas pautas para sobresalir en el mercado gracias a un trabajo acertado en el servicio al cliente. Es de lectura fácil y entretenida por lo que se lee rápidamente.
It is an excellent book for enterprising people or with the intention of being one, it gives you many guidelines to excel in the market thanks to a successful job in customer service. It is easy to read and entertaining so it reads quickly.
It is an excellent book for enterprising people or with the intention of being one, it gives you many guidelines to excel in the market thanks to a successful job in customer service. It is easy to read and entertaining so it reads quickly.
September 17, 2018
Loved it. The Disney company has set the bar and this book explains how they have kept the vision of Walt so long after he died. Unlike Walmart who has lost their culture since Sam died, Disney continues to live the culture he started for his “cast” members. Would you rather lay bricks or build a cathedral. Life is all about the perspective you take and Walt realized that the lowest level of task could have a profound impact on the organization.
February 26, 2021
"Para crear El lugar más feliz de la Tierra se requiere de un equilibrio muy fino entre valores y cosas, además de una gran cantidad de arduo trabajo". Esta frase resume de manera excepcional el reto doble que hoy en día tenemos para lograr una cultura que fomente la plenitud de los colaboradores para que transmitan esa pasión para maximizar la experiencia de nuestros clientes. Hay que agregarle el ingrediente de la diversión y el propósito para crear un coctel perfecto para la plenitud.
July 10, 2022
Una lectura que te ayuda a reforzar los conceptos que deben estar presentes en una cultura organizacional enfocada en la experiencia del colaborador y que está se vea reflejada en la atención que recibe el cliente.
Lo mejor de cada capítulo son las preguntas de reflexión, esto facilita la identificación de las cosas que están pendientes para quienes están pasando por un proceso de reforzamiento de la cultura organizacional.
Lo mejor de cada capítulo son las preguntas de reflexión, esto facilita la identificación de las cosas que están pendientes para quienes están pasando por un proceso de reforzamiento de la cultura organizacional.
July 25, 2019
A great book to learn about the Disney Way. It has many stories and exercises for readers to apply the Disney Way to their companies. There's many insights and fun facts in this book. If you would like to learn about business, it's a good idea to learn from Disney which is one of the world's best company, if not the best.
October 28, 2019
I have worked in the front line of retail, to managing a territory of over 100 food retail establishments. My love for Disney and Customer service comes to a head here in Disney U. If your a CEO of a fortune 100, or a deli clerk at your local grocery store, the ideals covered in this book will take customer service to the next level
June 13, 2025
Es buen libro, pero creo que está dedicado a empresas con corporativos muy grandes
Es cierto que dan fundamentos y consejos para que tus empleados esten felicies y crumplas el objetivo del libro, pero son muy pocos. En mi opinion debes de estar muy atento y buscar una solución que se adapte a tus circunstancias
Es cierto que dan fundamentos y consejos para que tus empleados esten felicies y crumplas el objetivo del libro, pero son muy pocos. En mi opinion debes de estar muy atento y buscar una solución que se adapte a tus circunstancias
October 4, 2025
Lo leí para mi proyecto final de relaciones públicas (mi materia favorita hasta el momento) y, aunque a veces puede ser medio repetitivo, la verdad es que está muy interesante aprender sobre todo lo que pasa detrás de escenas en cuato a los cast members en los parques de Disney, está poca madre la organización que tienen. Amazing
September 9, 2017
Hands down one of the best books anyone can read on the importance and implementation of corporate culture. Disney U is full of easy to understand ideas to transform your workforce into a committed, powerful force for customer service and company pride.
January 17, 2019
Un excelente libro para conocer la cultura organizacional de los parques Disney, y tambien como fueron creados, y muchos de los retos q tuvieron q atravesar. Es un libro de temas de Recursos Humanos muy util para varios sectores de servicio.
August 8, 2019
Learned a few interesting things about Disney. I was hoping to pull some of the Disney magic into my classroom, but the book was very much focused on business. At times the book seemed repetitive. All in all, not too bad for an airplane read.
May 20, 2020
El lugar más feliz de la tierra
Increíble la visión de estos dos hombres!!!! Como fueron capaces de transmitir mediante las capacitaciones y el entrenamiento toda una Cultura de Servicio. Excelente libro
Increíble la visión de estos dos hombres!!!! Como fueron capaces de transmitir mediante las capacitaciones y el entrenamiento toda una Cultura de Servicio. Excelente libro
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