Disneyland is an organization that many service industries look to for best practice; that is, when 'Learning from Others'.
Disneyland's strategic vision is a bit different from the usual Plan, Do, Check and Act cycle around which most strategic cycles rotate, although of course, Disney's version is similar in some respects as they still have to take action and plan and so on.
However, Disney's strategic planning involves the imagination in ways that are very appealing and often not recognized quite so much in other organizations.
Their cycle 'embraces the Disney spirit' and is Dream, Believe, Do and Dare. which is a principle or value-driven strategic process. Although other organizations will not be the same as Disney, it pays to remember that values and beliefs about service culture should always underpin the strategy process so that it is not just 'business as usual' and innovation is pushed to the forefront of all activities.
Below is a diagram showing the Vision Align Process for realignment of Pleasure Island to the Disney criteria. Pleasure Island became a problem for Disney because it was more 'adult-themed' and so was not aligned with the family values the park that was central to the park's mission and values. To begin to solve the problem the Island was strictly gated. However, eventually, the entire Island was closed down because it did not align with Disney values.
Disneyland's strategic vision is a bit different from the usual Plan, Do, Check and Act cycle around which most strategic cycles rotate, although of course, Disney's version is similar in some respects as they still have to take action and plan and so on.
Their cycle 'embraces the Disney spirit' and is Dream, Believe, Do and Dare. which is a principle or value-driven strategic process. Although other organizations will not be the same as Disney, it pays to remember that values and beliefs about service culture should always underpin the strategy process so that it is not just 'business as usual' and innovation is pushed to the forefront of all activities.
Below is a diagram showing the Vision Align Process for realignment of Pleasure Island to the Disney criteria. Pleasure Island became a problem for Disney because it was more 'adult-themed' and so was not aligned with the family values the park that was central to the park's mission and values. To begin to solve the problem the Island was strictly gated. However, eventually, the entire Island was closed down because it did not align with Disney values.
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