Abstract
THE ROOTS OF DISNEY AND ITS RELEVANCE TO BUSINESS When the Disneyland resort opened in the summer of 1955, it consisted of a single theme park built on a 160acre orange grove in Anaheim, California. Today, it comprises 2 theme parks, 3 hotels, an entertainment district, and an expansive shopping area, all in California alone. More than 600 million people have visited the park, many as return guests, making the Disney theme parks the number one tourist attraction in America [1]. The Disneyland model is highly regarded for its organizational effectiveness and is taught in several business school curricula. Additionally, the Disney Institute has been established to provide business leaders with insights regarding the Disney approach to human resource management, brand development, and customer service; roughly a third of its attendees work in the health care industry [2]. At first glance, Disney may seem an unusual role model for health care leaders. However, a closer inspection shows several similarities between the challenges of operating a theme park and those faced by hospital administrators. Disney executives are charged with sustaining the massive Disney enterprise while battling long lines and ensuring a pleasant experience for their
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