Bob Iger wanted approval. It was February 2011, and the Walt Disney Co. CEO gathered his board of directors inside an intimate theater at the company's Team Disney headquarters in Burbank, California. There, just the night before, Iger held an early screening for the board of Captain America: The First Avenger months prior to its release. The soon-to-be blockbuster served as another sign that Iger's bet on reinvigorating Disney's movie business through his acquisitions of Marvel and Pixar was paying off big. advertisement advertisement Now, with his directors reassembled and sitting in the first few rows of the theater, Iger set his sights on his next gamble, his boldest yet: to reinvent the brand's most beloved asset, Disney's iconic parks. Iger planned to pump nearly $1 billion into this venture, called MyMagic+, a sweeping plan to overhaul the digital infrastructure of Disney's theme parks, which would upend how they operated and connected with consumers. At the core of the project was the MagicBand, an electronic wristband that Iger envisioned guests would use to gain entry to Disney World and access attractions; make purchases at restaurants; and unlock their hotel room doors. It would push the boundaries of experience design and… Read full this story
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