Roger: Hey everyone, welcome back! Today we're diving deep into leadership, creativity, and those really bold decisions that either make or break a company, and we're doing it all through the lens of Robert Iger, the former CEO of Disney. Patricia: Ah, Iger! Yeah, the guy who basically transformed Mickey Mouse into this $200 billion empire, right? But honestly, beyond all the Disney magic, what we're really talking about is how he navigated some incredibly high-stakes decisions in a super unpredictable business landscape. Roger: Exactly, Patricia! You know, his memoir, “The Ride of a Lifetime,” it's not just another corporate success story. It's a real look at the challenges of leading one of the world's most iconic brands while staying true to values like integrity and innovation. Patricia: Right, and I know what some listeners might be thinking: "Oh great, another billionaire's '10 Steps to Success' playbook.” But Iger’s approach is surprisingly relatable. He really gets into things like adapting to new tech, building a workplace that values respect, and of course, writing those game-changing checks to acquire Pixar, Marvel and Lucasfilm. Roger: Exactly! So today, we're going to unpack four key leadership lessons from his time at Disney. First, we're going to look at how integrity really served as his guiding principle, helping Disney stay true to its core values, even when things got really tough. Patricia: Then we're going to switch gears and talk about mentorship. Iger is a big believer in nurturing talent. And it's not just about giving a few pep talks, it's about something more. Roger: And after that, we're diving into the art of strategic risk-taking. I mean, acquiring Pixar, Marvel, Lucasfilm... these weren't just smart business moves, they completely reshaped the entertainment industry. Patricia: And finally, we'll wrap up by talking about legacy. What does it really mean to leave a lasting impact? And, we'll dig into how much of that is genuine vision, and how much is just being in the right place at the right time, you know? Roger: So get ready, everyone. Today's conversation is like a masterclass in leadership, storytelling, and what it really takes to navigate the ride of a lifetime. Patricia: Alright, let's jump in!

Roger: Speaking of integrity, Patricia, that's "really" where we should start, right? Ethical leadership, like Iger showed us at Disney, it's not just some abstract idea. It's totally fundamental to how an organization succeeds. It "really" sets the tone for how a leader's decisions and values impact everything. Patricia: Absolutely. Integrity is one of those terms that gets thrown around so much it almost loses meaning. But you're right, Iger actually lived it. Let’s dive into that example of the Pulse nightclub tragedy alongside the Shanghai Disneyland opening. It’s a real study in navigating conflicting priorities, you know? Roger: Exactly. It’s hard to imagine the pressure. This horrific shooting at Pulse happened just days before the Shanghai Disneyland launch, which was this huge project, years in the making, billions invested. The world was watching Disney, and Iger was right in the thick of it. Patricia: Right. It would have been easy to just keep those things separate. Handle the park opening and then just put out some corporate statement about the shooting. A lot of leaders definitely would have done that, kept the focus on the big milestone. But that's not what he did, right? Roger: Not at all. His response was multifaceted. He publicly acknowledged the tragedy, made clear Disney stood with the LGBTQ+ community... especially because it affected so many Disney employees and park-goers. And internally, he made sure employees had mental health resources and support. It showed real empathy. Patricia: While that's all happening, he's still got this massive park launch in China to deal with. But what really struck me is that he didn't let the pressure overshadow the company's values. Roger: That’s the core of it. Balancing both – honoring the victims and acknowledging the park opening – that’s ethical leadership under pressure. It’s realizing leadership isn't just about the bottom line. It’s about embodying the values your company stands for. Patricia: And think about the global impact, too. That situation could have easily become a PR nightmare. Instead, it "really" reinforced Disney's image as a company that cares about more than just profit; community and compassion matter too. Roger: Exactly, Patricia. And that brings me to this: ethical leadership builds trust. By acting with integrity in that moment, Iger strengthened the trust people had in Disney – employees, stakeholders, customers. That trust is the foundation, you know? That's what carries a company through tough times. Patricia: Trust – that leads perfectly into Iger's focus on transparency and accountability. You mentioned that example of his humility, where he asked his team to call him out if he was ever dismissive or impatient. That’s pretty rare for a CEO, right? To open himself up to that kind of criticism? Roger: Totally. It's not just about being humble; it's about building a culture of honesty and respect flowing in all directions. When the head of a huge company says, "Hold me accountable," it sets the tone for everyone. Patricia: True, but let’s play devil’s advocate for a second. Couldn’t some argue that asking for feedback was just a way to appear self-aware without actually changing anything? Just performative? How do we know it "really" made a difference? Roger: Oh, it absolutely made a difference, Patricia. His commitment to transparency went beyond personal feedback. Think about the Shanghai Disneyland negotiations. Dealing with foreign regulations, cultural differences, political expectations... Iger approached it all with complete honesty and respect for his Chinese counterparts. And that fostered goodwill and made collaboration much smoother. Patricia: I mean, we have to remember, building a multi-billion dollar park in China is a huge undertaking. It could have easily devolved into a bureaucratic mess if there wasn’t any trust from the get-go. But by being transparent and respecting those cultural differences, Iger showed that integrity isn't just some nice-to-have thing – it can actually be a strategic advantage. Roger: Exactly. And his approach wasn’t just about getting the park built. It was also about building a solid, long-term relationship for Disney in the region. It’s a good example of how ethical leadership isn't just reacting to crises, rather embedding integrity right into how the business operates. Patricia: That’s a solid point. And that starts with building the right culture, doesn’t it? Iger saw firsthand what happens when there's a cultural mismatch, like with the whole Michael Ovitz situation at Disney. All that chaos – the lawsuits, the morale issues – it had to have left a mark on him. Roger: Absolutely. Ovitz's short time at Disney was a cautionary tale. When Iger took over, he put a huge priority on hiring leaders who not only had the skills but also aligned with Disney's values. That focus on cultural fit might be one of his most enduring legacies. Patricia: And we’ve got to talk about those acquisitions – Pixar, Marvel, Lucasfilm. They just go to show that integrity in leadership doesn’t mean micromanaging everything. Iger totally respected the existing cultures of those companies. The “social compact” with Steve Jobs during the Pixar deal? That was Iger’s way of saying, "We're here to build on what you've already created, not change it." Roger: And it totally worked! Pixar thrived after the acquisition because its identity was kept intact. Iger even made sure they kept their email domains the same – it was a small thing, but it sent a big message and built trust. He understood that respecting their autonomy and culture wasn't just the right thing to do, it was also good for business. Patricia: Exactly. He institutionalized integrity not just in his own behavior but in Disney’s systems. And that’s how you build a lasting legacy, one built on trust and respect. Roger: Couldn't agree more, Patricia. Leading through integrity isn't just about being personally ethical. It's about making those values part of the organization’s DNA. For Iger, that meant leading with empathy, encouraging accountability, and making sure Disney stayed true to its core values even as it went through some massive changes.

Roger: Okay, so, after integrity, let's dive into how Iger used mentorship and collaboration. This theme really highlights the people skills that shaped his vision. It's about connecting personal values – things he learned from mentors – with the strategies that transformed Disney. Patricia: Right, and what really struck me, Roger, is that these early influences – like Roone Arledge and Tom Murphy – weren't just teaching him the technical stuff, right? They were shaping his whole leadership philosophy: building trust, valuing teamwork. Where do we even start? With Roone and his storytelling obsession? Roger: Definitely! Roone Arledge, that pioneering executive at ABC Sports, taught Iger to not just produce shows, but to “tell a story”. He turned sports into dramas with heroes, stakes, the whole deal. He basically reshaped how people experienced sports. Patricia: Yeah, that whole "innovate or die" thing that Arledge drilled into him. Iger learned early on that standing still wasn’t an option, and Arledge's perfectionism just reinforced that. You know, those long nights reviewing edits under Roone's eye – you can see how that shaped Iger’s attention to both detail and quality. Roger: Exactly, and it wasn’t just about the edits; it was about the “principle”. Arledge showed Iger that leadership means pushing everyone to be their best, not just settling for "good enough." And you see that later, like with Pixar and Lucasfilm. Patricia: True, but then you've got Tom Murphy, a completely different kind of mentor, right? The Capital Cities guy, all about simplicity, wasn't he? Roger: Absolutely. Murphy was low-key but super effective. His leadership was about simplifying things, cutting the corporate BS, and focusing on basic values: honesty, trust. When Capital Cities bought ABC, Iger got to see Murphy in action. Murphy made leadership look easy, but it was all about integrity and relationships, things that are more important than spreadsheets. Patricia: Right, Tom Murphy was kind of a grounding force for Iger, reminding him to focus on what truly mattered, instead of getting distracted by the shiny stuff. So you have Roone's creative ambition balanced by Murphy's practicality... Iger somehow blended both into his leadership style. Roger: Exactly! These guys didn't just teach Iger skills, they taught him "values". And those values shaped everything he did at Disney. Take the Pixar acquisition, for example, back in 2006. He didn't just use what he learned about trust and simplicity; he made sure to respect Pixar’s culture. Patricia: The Pixar deal... yeah, textbook case for collaborative leadership. What was it, $7.4 billion? It wasn’t just about writing a check. It was about merging two totally different cultures. Iger worked with Steve Jobs, John Lasseter, Ed Catmull to keep Pixar’s identity intact instead of just absorbing it into Disney. Roger: Right. He knew that Pixar’s success came from creativity and teamwork, and you can’t just impose Disney's rules on that. He and Jobs even created a "social compact" to protect Pixar’s independence – even down to things like keeping their email domains. Patricia: Those little details make all the difference, don't they? If you start erasing those symbols of a culture, people start questioning their place. Keeping the email domains wasn’t just symbolic; it was smart. It showed respect. Roger: And that respect paid off big time. Pixar kept making hits like Up and Toy Story 3, and Disney Animation got a boost of creative energy, leading to things like Frozen. Iger made sure both sides benefited. Patricia: Modern M&A strategies could learn a thing or two, right? Because how often do you see an acquisition destroy the very thing they wanted to acquire? Anyway, Iger avoided that by leading through mentorship – supporting his team, not micromanaging, giving them creative freedom. Roger: Definitely. Like what happened with Marvel Studios and Kevin Feige. After the $4 billion acquisition, Iger didn't just step in and start dictating. He trusted Feige’s vision for the Marvel Cinematic Universe, giving him the resources and freedom to build this interconnected franchise. Patricia: And look how that turned out! Twenty-plus movies, billions at the box office, crossovers that changed the game in Hollywood. Feige didn’t just deliver; he revolutionized the industry. That kind of success only happens when leaders like Iger step back and empower talent. Roger: True. Collaboration isn’t just a top-down thing; it’s a partnership. You trust people to do what they’re good at, and you set them up for success. And Iger’s teamwork wasn't just about acquisitions. You see it with the Shanghai Disneyland project, where he respected cultural nuances throughout the whole process. Patricia: Oh yeah, that project’s fascinating. Negotiating with Chinese officials while designing a billion-dollar park sounds like a nightmare. But Iger was culturally sensitive. He didn't try to impose some Western model, right? He built something that would resonate locally. Roger: It's a great example of how transparency and respect go hand-in-hand with collaboration. Iger kept talking to the Chinese stakeholders, making sure their input shaped the park. It wasn’t just being diplomatic; it was a game-changer for Disney’s long-term position in China. Patricia: So, Roger, the big thing I’m seeing here is that mentorship and collaboration aren’t just "nice-to-haves" in leadership. For Iger, they were the foundation for building trust. And that trust grew across teams, deals, even global markets. Am I oversimplifying it? Roger: Not at all, Patricia. That’s the beauty of Iger’s leadership. He takes these personal lessons from mentors like Arledge and Murphy and applies them to empowering teams, building trust, and being collaborative. It’s a philosophy that turns an individual leader’s integrity into something that impacts entire organizations. Patricia: So, you could say that mentorship, for Iger, wasn’t just about learning leadership, it was about “teaching” it. By living those values, he made sure they’d continue to resonate through Disney’s culture, even after he left.

Roger: So, with a strong team and a collaborative spirit, the real focus becomes the strategic risks and innovations that define Iger’s legacy. It's where vision meets action, where bold decisions take center stage, and where you're not just playing the game, but redefining what the game even “is”, you know? Patricia: Exactly! And we're not just talking about reckless gambles here, right? These are calculated risks, well-thought-out enough to inspire confidence and deliver impressive results. Roger, I know you're eager to jump into the holy trinity of Iger's blockbuster moves: Pixar, Marvel, and Disney+. So, what's our approach? Roger: Well, the logical way to look at it really highlights how courage in leadership translates to transformative outcomes. We'll kick off with Pixar, zeroing in on how Iger's foresight and respect for creative cultures redefined Disney's animation dominance, right? Then we'll swing over to Marvel—where the risk wasn't just financial, but about breaking perceived niche limitations. And finally, we'll dive into Disney+ as this unprecedented pivot toward digital transformation. Ready to roll? Patricia: Absolutely! Roll it, Roger. Let's talk about that $7.4 billion gamble. Roger: Okay, let's rewind to 2006. At the time, Disney's animation division was kind of floundering. The golden age of The Lion King and Beauty and the Beast was behind them, and their newer releases just couldn't compete with the fresh, innovative storytelling coming out of Pixar. Then comes Robert Iger, and he wasn't just looking to collaborate with Pixar—he wanted to bring them into the Disney family, completely. Patricia: When you say “family”, that's key, really, because let's be honest: this wasn't just a cold business transaction—it was a cultural tightrope walk. Pixar wasn't exactly thrilled about joining what they saw as a corporate juggernaut, right? Roger: Absolutely not. Pixar thrived on its creative autonomy, under the leadership of Steve Jobs, John Lasseter, and Ed Catmull. There was enormous skepticism about Disney's ability to respect—and not stifle—that creative independence. So, Iger came up with this "social compact," a brilliant strategy to essentially demonstrate that this acquisition wouldn't result in micromanagement. He pledged to preserve Pixar's culture—everything from their quirky office traditions to, get this, not even touching their email domains. Patricia: That email domain story just gets me every time. I mean, to most people, it might seem as important as arguing over what coffee brand gets stocked in the office break room, right? But to Pixar employees, it symbolized keeping their company culture intact. "We survived!" Roger: It was symbolic, sure, but also really substantive. You know, it sent a clear message that Pixar wasn't just merging into Disney and disappearing; it was a partnership, one where creativity would thrive on its own terms. And the results? Blockbuster hits like Up, Toy Story 3, Frozen, and Moana. The acquisition revitalized Disney's animation arm while allowing Pixar to keep churning out innovative storytelling masterpieces. Patricia: Let's talk about the actual returns, the dollars and cents, because, you know me, I like seeing the numbers. So, Disney shelled out $7.4 billion for Pixar—a significant investment. But what they got wasn't just box office profits, was it? It was a masterclass in how to keep creativity alive within a corporate environment, which then set the template for future acquisitions like Marvel and Lucasfilm. Roger: Exactly, Patricia. And speaking of Marvel, let's jump forward to 2009—this time, a $4 billion gamble on what was seen as a niche comic book company. Marvel didn't exactly scream "Disney" right away, did it? Patricia: Not one bit. At the time, many of the big-name Marvel heroes—Spider-Man, X-Men—were licensed to competing studios. What Disney got was what a lot of people considered the "B-list" of superheroes. Iron Man? Thor? Sure, they're household names now, but back then, they were hardly the biggest attractions for mainstream audiences. Roger: Right, and beyond character recognition, there was doubt about whether Marvel's brand—often associated with more action-heavy, male-driven narratives—would fit with Disney's family-friendly image. This wasn't a guaranteed win by any means, but Iger identified potential where others saw risk. And, crucially, that potential wasn't just about blockbuster films—it was about creating a whole universe. Patricia: Ah, yes, the Marvel Cinematic Universe—or as I like to call it, the juggernaut that had grossed over $29 billion globally as of 2023. Iger trusted Kevin Feige, Marvel Studios' mastermind, to transform a fragmented set of characters into an interconnected storytelling empire. But here's what I find really interesting: Iger didn't just bankroll the MCU—he stayed relatively hands-off. Feige was given a large degree of creative freedom. Roger: Right, and that autonomy was the thing that Marvel needed to succeed. Their first big post-Disney film, The Avengers, shattered expectations. It wasn't just another blockbuster—it proved that audiences would follow characters across multiple films and, you know, converge for shared cinematic events. It set a new standard for the film industry. Patricia: It also made Disney the king of fandom-driven merchandising. We're not just talking about action figures—this is about licensing, theme park opportunities, Disney+ exclusives. Marvel seamlessly integrated into Disney's long-term strategy because Iger grasped how storytelling operates on a grand scale. Roger: Also, let's not forget representation. The MCU didn't just grow its financial reach; it expanded Disney’s audience. Films like Black Panther and Captain Marvel broke down barriers, bringing in diverse directors and casting that resonated with global audiences. Again, that comes back to Iger empowering creative leaders and trusting in their vision, you know? Patricia: So, essentially, Pixar was about reigniting animation. Marvel was about expanding genres and audiences. Which leads us to Disney+—the pièce de résistance of Iger’s tenure. Roger, walk us through this one. Its boldness was pretty much a necessity. Roger: Totally, Patricia. By the time Disney+ launched in 2019, the streaming landscape was already dominated by Netflix and Amazon Prime. The traditional Disney business model—built around theatrical releases and cable partnerships—was under siege. But Iger didn’t see streaming as a threat; he saw it as Disney’s next frontier. Patricia: Which meant building the platform from the ground up—a huge undertaking. Iger pushed for the acquisition of BAMTech, a company specializing in streaming infrastructure. BAMTech became the backbone of Disney+, enabling Disney to control the entire user experience rather than outsourcing tech to third-party providers. Roger: What really set Disney+ apart was its launch strategy. Iger stacked the deck with Disney’s exhaustive library—Pixar, Star Wars, Marvel, and National Geographic. And then there was The Mandalorian, a breakout Star Wars spinoff that became a global phenomenon practically overnight. Baby Yoda memes, anyone? Patricia: It’s not even Baby Yoda—it’s Grogu. Come on, Roger, keep up with pop culture! Roger: True, Patricia. But the numbers speak volumes: within its first year, Disney+ amassed over 86 million subscribers. That incredible growth wasn’t just about content; it was about Iger rethinking Disney’s relationship with its audience. This wasn’t just a streaming service—it was Disney delivering its magic straight to the fans, without the traditional gatekeepers. Patricia: Hard to overstate the stakes here, really. Streaming disrupted every norm in entertainment. Yet, Disney under Iger didn’t just adapt; they innovated. They went from watching the game to, quite literally, rewriting the rules entirely. Roger: I think that's really the essence of strategic risk-taking, Patricia. Whether it was Pixar, Marvel, or Disney+, Iger didn’t bet blindly. He analyzed the risks, empowered the right people, and, you know, crafted a vision that upended entire industries. It’s a legacy built on courage, calculation, and an unwavering belief in the power of storytelling. Patricia: Absolutely, Roger. It’s one thing to take risks; it’s another to have a concrete vision to guide them. For Iger, risk-taking wasn’t just about being bold—it was about being smart and trusting the talented people around him to transform those risks into successes.

Roger: So, we've finally reached the big finale: the impact and legacy of Iger's leadership. It really brings everything together. Today, we're diving into legacy and sustainable leadership. It's about looking ahead, how individual actions shape the future of a company's culture and the industry itself. Patricia: Ah, so we're moving from specific decisions – acquisitions, initiatives – to Iger's overall influence. We're talking about lessons that stick around, shaping the company long after his tenure, right? Roger: Precisely that, Patricia. For Iger, legacy wasn’t just about what he accomplished in the here and now, but also how he set Disney up to flourish well beyond his time there. Let's unpack a key piece of this: how he built a bedrock of values that resonated throughout Disney's culture and brand identity across the globe. Patricia: Then we can't forget Lucasfilm. I mean, that 2012 acquisition – value-driven leadership in action! Iger had to walk this tightrope of honoring one of film's most cherished legacies while also revitalizing it for a new generation. Give us some context, Roger. Roger: Absolutely, Patricia. When Disney acquired Lucasfilm for $4.05 billion, Star Wars was at a bit of a turning point, you know? The original trilogy was legendary, but the prequels… well, they had mixed reviews, and fans were pretty divided. George Lucas, being the visionary, wanted to protect his creation but knew it needed a fresh perspective. That's where Iger stepped in. Patricia: And Lucas didn't just hand over the reins without a second thought. From what I've gathered, he was pretty hesitant, right? Roger: Definitely. Lucas needed more than just a good deal; he needed to know Disney wouldn't compromise the heart of Star Wars. Iger understood that. Rather than just taking over, he focused on respecting Lucas' vision while bringing in modern storytelling and a commitment to diversity. That balance was key. Patricia: Which led to The Force Awakens in 2015. Disney's first Star Wars film under Lucasfilm, right? Critics loved it, audiences loved it. But wasn't there a very strategic approach to how Disney rebooted the franchise? Roger: Totally. Iger and his team were very deliberate about honoring the nostalgia of the original films, bringing back iconic characters like Leia, Han, and Luke, while also introducing something new, specifically a diverse cast with Daisy Ridley as Rey and John Boyega as Finn. It was about reimagining a beloved galaxy for both old and new audiences. Patricia: And the numbers speak for themselves, right? The Force Awakens wasn't just a crowd-pleaser; it was a cultural phenomenon. Over $2 billion at the box office! But what's interesting is that the success wasn't just financial. It really solidified Disney's role as the keeper of a cultural legacy, showing they could innovate while respecting the past. Roger: Exactly, Patricia. That combination of legacy and innovation defines Iger’s approach. Lucasfilm didn’t just revive Star Wars with movies, though. It expanded into TV series like The Mandalorian, merchandise, theme park attractions like Galaxy’s Edge, and even Disney+. All of that stemmed from Iger’s ability to see the bigger picture and connect it to Disney’s core values of creativity and inclusivity. Patricia: And speaking of the bigger picture, we have to talk about how Iger's decisions extended beyond blockbuster franchises. This is where Disney+ comes in, right? It's not just about keeping up with the digital age; it's about Disney's long-term growth as a brand. Roger: Exactly, Patricia. Disney+ wasn't just another streaming service. It redefined how Disney connected with its audience. By offering exclusive franchise content along with beloved classics, Iger did more than just compete with Netflix. He changed the audience's relationship with Disney, making it a personalized, on-demand experience. Patricia: And it all comes down to leadership choices, doesn’t it? I mean, people doubted Disney+. They thought Disney was too late to the streaming game, up against Netflix, the titan. But within a year of launch? Over 86 million subscribers. That’s not exactly peanuts. Roger: Definitely not. And Disney+'s achievements really embody sustainable leadership. It wasn't just about short-term gains, but future-proofing the company for a streaming-dominant world. But, we can't forget how Disney+ built upon the groundwork of Iger’s acquisitions. Without the extensive libraries of Pixar, Marvel, Lucasfilm, and National Geographic, a streaming platform of that scale might never have been possible. Patricia: Which leads us back to Iger’s core idea: investing in the future. He wasn't just buying brands for a quick boost. He was building a foundation for Disney to thrive in a drastically changing industry for decades to come. Roger: Precisely, Patricia. And it wasn’t just franchises or platforms. Iger fostered a leadership pipeline to make sure Disney’s values and creativity continued. A perfect example? How he empowered individual leaders like Kevin Feige at Marvel or John Lasseter at Pixar. Patricia: The Marvel strategy was a masterclass in trusting talent. Iger gave Feige the freedom to orchestrate the Marvel Cinematic Universe, leading to unbelievable success. But this wasn't just about money, was it? Roger: No, it was about representation, innovation, and taking risks. Films like Black Panther and Captain Marvel did incredibly well, but they also sparked important cultural conversations. And Iger’s faith in Feige’s creative vision allowed Marvel to “really” push boundaries and connect with audiences worldwide. Patricia: And here’s the key takeaway for me, Roger: Iger’s legacy isn’t just about his individual achievements; it’s about creating systems where other leaders can flourish. When he eventually stepped down, he left behind a Disney that was not just a creative powerhouse, but also a culture built on trust, empowerment, and values that extend far beyond his name. Roger: Exactly, Patricia. For Iger, leadership wasn’t about him; it was about those who would come after him. That’s the heart of sustainable leadership, and it’s what allows Disney, as a brand and as an organization, to endure and evolve.

Roger: Okay, so to bring it all together, today we’ve really dug into Robert Iger’s leadership style, and it's pretty clear why his time at Disney is seen as a textbook example of visionary leadership, ethical choices, and creating success based on solid values. From his deep commitment to doing things the right way, to his knack for developing talent and encouraging teamwork, Iger led with a real sense of humanity, which you don’t always see in the corporate world. Patricia: Right, and Roger, let's be honest, he wasn’t just playing it safe. Iger demonstrated that truly great leadership often requires making some pretty gutsy moves. Think about the acquisitions of Pixar, Marvel, and Lucasfilm, or even betting the farm on Disney+. These weren't just random decisions; they were well-thought-out moves that transformed Disney’s influence, not just as a company, but as a major cultural player. Roger: Absolutely. And I think the most significant thing he left behind isn’t just the money or the popular movies; it’s the processes he put in place, the values he championed, and the trust he built. He showed us that lasting leadership means building an organization that can keep going strong, even after you’re no longer there. Patricia: So, that makes you wonder, what’s your “ride of a lifetime”? How are you building integrity, collaboration, and a long-term vision into what you do, whether it's at work or in your personal life? Because, if Iger’s career tells us anything, it’s that it’s all about laying down solid foundations, not just for today, but for a future that “really” inspires.