Disney Bubble Has Lost Its Magic

Forbes

2 days ago

A visit to Disney World wasn't on my vacation list since I went as a wide-eyed 10 year-old. But it became a reality when
The Magic of Disney
The Daily Skimm
my niece requested a full-circle trip to celebrate her high school graduation—a way to put a bow (or mouse ears) on her childhood. This time, we were doing it differently: a full week, one day per park, fully immersed in the famed Disney Bubble.
But after a week of exploring Disney World, the most glaring issue became clear: Disney has disconnected value from experience and has siloed its theme parks from the rest of its ecosystem. The consumer hasn't made that same separation—and it's costing Disney more than it realizes.
As a CX geek, I was excited to experience what many hail as the gold standard of consumer-centric, pixie-dust-sprinkled wonderlands. Instead, I found a collection of aging parks cutting corners, missing opportunities to delight, and filled with unpleasant surprises. Walt would not be pleased.
What made this realization even more disheartening was seeing the crowds—people of all ages and backgrounds still pouring into the parks, chasing a fairytale vacation and memories to last a lifetime, despite the economic realities. These were guests seeking IRL magic, prepared to walk thousands of steps a day and endure lines longer than the wait for an Amazon delivery, all for a two-minute ride.
I expected better from Disney. As people didn't miss a chance to cos-play their favorite Disney character in fashion and drop even more money across the myriad of shopping touch points, the park was more focused on taking than giving.
This isn't how the Disney promise was conceived. Disney has a dedicated team—Yellow Shoes—focused on guest experience. Scattered throughout the parks are helpful guest experience concierges with limited ability and zero data to truly help service a guest. (Minus actual yellow shoes - ala Mickey!).
Value And Experience Are Inextricably Linked
This disconnection includes how employees are treated. Cast members—who are often the way fantasy and story come to life for guests—should be abundant and frequently in sight versus a rare sighting with long lines for meet and greets. All employees are the frontline of value delivery. And yet, numerous recent reports highlight low wages, with some cast members so desperate to work for Disney that they live in their cars. That lopsided equation inevitably trickles down to the guest experience.
It felt like little thought was being given to how to uphold Disney's promise to continuously exceed expectations. Many rides were out of order, under renovation, or simply felt outdated. Value creation isn't just about pricing—it's about delivering an experience that aligns with brand promise and consumer expectation. For long-term success, customer expectation must be built back into the brand strategy.
Disney As An Omni-Entertainment Platform And Ecosystem
Looking ahead, imagine what's possible if Disney fully embraced an agentic AI suite integrated with its CRM—anticipating needs, solving problems in real time, and delivering personalized magic at scale. That would be the Disney Bubble reimagined.
I found myself asking: If Netflix had theme parks, how would they operate? The answer is clear—through data. Netflix excels by cultivating a deep, dynamic relationship with its users through superior data intelligence. Disney could do the same, leveraging cross-channel knowledge to elevate guest experiences. Data should be treated as a superpower—a strategic asset to guide decisions, tailor offerings, and unlock long-term competitive advantage.
To thrive, Disney 2.0 needs a new operating model that aligns with the evolving expectations of modern consumers. This model must be powered by data, AI and machine learning—tools that can enhance service, personalize experiences, and fuel product innovation. With a vast content library and beloved IP, Disney has the assets.
The question is: can it build the systems? Can it unite divisions focused on content, media networks, studio entertainment with parks, resorts and consumer products? Imagine Disney as a truly data-driven company, moving with next-gen speed and agility without sacrificing quality. That vision is critical as the company enters emerging markets like Abu Dhabi, where the bar for immersive, tech-driven experiences will be sky-high.
Disney is at a crossroads—either a cautionary tale or the blueprint for a fairytale future. There's much to learn from what they've gotten right, what they're getting wrong, and how they choose to evolve.
Because if Disney doesn't reimagine its magic, someone else will. MrBeast—yes, the YouTube megastar—is already 'imagineering' his own next-generation media and consumer products empire. Beast Industries is pitching investors on a diversified entertainment universe fueled by wildly successful IP and a digital-native audience.
Disney still has time. But the bubble, as it stands, has burst.