Will Disney CEO Josh D’Amaro Do What Iger and Chapek Would Not?

Josh D’Amaro’s first day as Disney’s chief executive arrives with a clear mandate: dismantle the legacy linear‑TV empire that has weighed on shareholder returns. Analysts argue that ESPN and ABC should be placed in cash‑harvesting mode while the company doubles down on Disney+, studio content and theme‑park synergies. A Warner Bros. Discovery‑style split—separating the studio, streaming, parks, and consumer‑product businesses—could unlock hidden value and give each unit a focused growth trajectory. The move would also free capital for future investments.

The second priority is to inject far more creative risk into Disney’s pipeline. Recent releases suggest the brand has become overly protective of its classic franchises, leaving the kids‑and‑family slate feeling stale. By empowering President Dana Walden and global creative teams to fund original, worldwide content, Disney can generate new intellectual property that fuels not only box‑office receipts but also streaming subscriptions, merchandise sales, and park attractions. Fresh IP is the engine that keeps the Disney flywheel turning across all business segments.

Finally, D’Amaro should chase a transformative acquisition in interactive entertainment. Owning a user‑generated‑content platform or a major gaming studio—think Roblox‑type assets—would deepen Disney’s reach into youth culture and extend watch time beyond traditional media. The recent regulatory hiccups at Roblox may cause caution, but a well‑chosen purchase could complement Disney’s streaming strategy and provide new monetization pathways. Replicating Bob Iger’s bold moves, such as the Pixar deal, could reposition Disney as a dominant force in the evolving digital entertainment landscape.