Section 1.1: Need for a Unified Chief Technology Officer

A key point from Blackwells Capital's presentation is the necessity of appointing a single Chief Technology Officer (CTO) to oversee Disney's technology strategy. The current CTOs, Aaron Laberge (CTO of Disney Entertainment & ESPN) and Gail Evans (CTO of Disney Experiences), operate under different leadership structures, leading to inefficiencies. Blackwells proposes that a unified CTO directly reporting to the CEO would streamline operations.

This strategic move seems plausible, especially considering Disney CEO Bob Iger's previous appointments, such as Asad Ayaz as the first Chief Brand Officer. The need for a cohesive tech strategy is evident, particularly as competitors like Netflix, Amazon, and Apple have CTOs reporting directly to their CEOs.

Section 1.2: Enhancing Disney's Technological Framework

According to Blackwells, Disney's technological infrastructure requires significant improvements. They advocate for a comprehensive tech stack that seamlessly integrates across streaming services, applications, media, and theme parks. Notably, artificial intelligence and spatial computing (including virtual and augmented reality) are highlighted as critical areas for development.

Blackwells Capital's proposals for AI applications at Disney include:

• ChatGPT interactions featuring Disney characters
• AI-driven travel booking agents
• AI assistants for park navigation, crowd management, and ride bookings (essentially an upgraded Disney Genie)

In terms of VR and AR, suggestions include:

• Augmented reality experiences for home users
• Character-driven virtual reality experiences
• Interactive 3D lightsaber battles
• Collaborations with sandbox platforms

Disney is already making strides in spatial computing as a key partner for Apple Vision Pro, with several projects in development, including a Marvel Studios initiative titled "What If…?".

Section 2.1: The Next CEO Must Embrace Technology

The presentation stresses that Disney's future CEO should possess a solid background in technology to help restore the company's competitive edge. While it’s conceivable that Disney might prioritize a candidate with tech expertise, the ideal leader will also need to be a guardian of the Disney brand and understand the operational intricacies of Disney Parks and the overall Disney ecosystem.

Section 2.2: Establishing a Dedicated Venture Arm

In a noteworthy suggestion, Blackwells Capital advocates for the creation of a dedicated venture arm. They envision a more robust investment initiative than Disney's current Accelerator program, proposing a centralized investment vehicle to support early-stage companies and technologies that align with Disney’s strategic objectives.

Section 2.3: Transforming Walt Disney Imagineering

Another significant proposal is to redefine Walt Disney Imagineering as a corporate innovation hub rather than being solely focused on the parks. This approach would allow Imagineering to drive innovation across the entire company, though it is crucial to maintain the cultural integrity of this iconic division.

In summary, the presentation emphasizes that to be perceived as a technology-driven entity, Disney must adopt a tech-focused mindset. Blackwells Capital identifies Netflix, Amazon, and Apple as primary competitors, notably omitting Warner Bros. Discovery, NBCUniversal, and Paramount, as Disney is seen as more valuable than these companies.

Mark your calendars for Disney's Annual Shareholders Meeting on April 3 for further developments.

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Zach Perilstein is the Editor-in-Chief of Boardwalk Times.