Former Disney CEO Michael Eisner Says He Regrets Miramax Acquisition Due to Weinstein’s Behavior

Why It Matters

The interview underscores how leadership misconduct can taint lucrative deals and highlights the strategic value of internal succession planning for large media conglomerates.

Key Takeaways

• Eisner bought Miramax for $70 million in 1993
• Disney sold Miramax for $660 million in 2010
• Weinstein’s conduct cited as acquisition regret
• Eisner praised Bob Iger’s leadership
• Josh D’Amaro named Iger’s successor

Pulse Analysis

The Miramax deal illustrates a classic acquisition dilemma: financial upside can be eclipsed by cultural and ethical liabilities. While Disney’s $70 million purchase eventually yielded a $590 million gain, the presence of Harvey Weinstein introduced reputational risk that only became fully apparent years later. Executives now scrutinize target leadership more rigorously, employing enhanced due‑diligence frameworks that assess not just financials but also governance, compliance, and behavioral red flags. This shift reflects a broader industry trend where boardrooms demand holistic risk assessments to protect brand equity.

Eisner’s candid reflections also shed light on Disney’s internal talent pipeline, a factor that proved decisive in the recent CEO transition. By championing Josh D’Amaro—a long‑time insider familiar with Disney’s culture and strategic priorities—Eisner reinforced the “devil you know” philosophy. This approach mitigates integration challenges often associated with external hires and preserves continuity in a rapidly evolving media landscape. Companies across sectors are increasingly valuing leadership continuity, especially when navigating digital transformation and content diversification.

Finally, the episode serves as a cautionary tale for media conglomerates balancing growth ambitions with ethical stewardship. The Weinstein saga catalyzed industry‑wide reforms in harassment policies and board oversight, prompting firms to embed stronger accountability mechanisms. For investors and stakeholders, the lesson is clear: sustainable value creation hinges on aligning financial strategy with robust corporate governance and a culture that rejects toxic behavior.

Former Disney CEO Michael Eisner Says He Regrets Miramax Acquisition Due to Weinstein’s Behavior

By Caitlin Huston, Business Writer · February 13, 2026 8:03 am

![Michael Eisner]

Michael Eisner – Alberto Rodriguez/Sportico/Getty Images

In a podcast interview on In Depth with Graham Bensinger, former Disney CEO Michael Eisner reflected on his tenure and said he regrets acquiring Miramax due to the bad behavior of its co‑founder Harvey Weinstein.

“I think I would not make a deal – because I got a good cheap deal at $70 million to buy Miramax – if I’d thought that I’m bringing a wolf into the hen house,” Eisner said.

Disney sold the film company in 2010 for $660 million after a 17‑year run of owning the studio. Eisner, who was CEO of the company from 1984 to 2005, went on to claim that he was the only person at Disney who would work with Weinstein.

“He was just a pig. He was rude, but he was a closet intellectual. He looked like a truck driver. He acted like a truck driver. He had great independent film taste and nobody at Disney would deal with him but me,” he told Bensinger.

As part of the wide‑ranging interview, which took place in November, Eisner also weighed in on Disney CEO succession. Since the interview, Josh D’Amaro, chair of the company’s experiences division, has been named as Bob Iger’s successor.

“I think the company’s in great shape. I think Bob has been an excellent CEO. I am happy that he was the person that I recommended – that I got it through the board. He was not the board’s first choice in the beginning. He ended up being a unanimous choice. He came out of ABC, he was the president under me for a decade,” Eisner said.

“Most of the time, succession doesn’t go well … The devil you know is better than the devil you don’t know. So, going to the outside is dangerous. If you have people in the inside that are capable, that’s a better way to go,” he said in November, ahead of the new CEO pick.