The recent retirement of Kathleen Kennedy as President of Lucasfilm has sparked discussions about potential leadership changes at The Walt Disney Company. Kennedy, who has overseen a period of significant financial success, leaves behind a legacy that includes over $5 billion in global box office revenue and the introduction of the franchise’s first live-action television series. As Disney approaches a transition in its executive leadership, the decision to appoint co-presidents at Lucasfilm may serve as a valuable lesson.
In a notable departure from the traditional single-leader model, Lucasfilm announced the promotion of Dave Filoni and Lynwen Brennan as co-presidents. Filoni will continue as Chief Creative Officer, while Brennan will focus on the business operations of the studio. This dual leadership structure reflects a strategic approach that could be beneficial for Disney, particularly as it seeks a successor to Bob Iger, who is scheduled to step down at the end of 2026.
As the search for Iger’s replacement intensifies, two prominent candidates have emerged: Josh D’Amaro, head of Disney Experiences, and Dana Walden, co-head of Disney Studios. Each brings distinct strengths to the table; Walden is known for her strong creative relationships in Hollywood, while D’Amaro oversees a lucrative segment that includes theme parks and consumer products.
Given the complementary skills of both candidates, a co-CEO model could enhance Disney’s operational and creative capabilities. The potential for collaboration between D’Amaro and Walden could lead to innovative strategies that leverage their respective strengths, similar to the successful partnership seen at Lucasfilm.
Historical Context of Dual Leadership at Disney
Disney has a history of thriving under shared leadership. The company was originally founded as Disney Bros. Studio by Walt and Roy Disney, where the two brothers balanced creative ambition with financial pragmatism. Their collaboration laid the groundwork for Disney’s rise as a major player in the entertainment industry.
A similar dynamic was observed in the mid-1980s when Michael Eisner became the first CEO from outside the company, alongside President Frank Wells. Their partnership was instrumental in revitalizing Disney’s brand and expanding its influence. Despite Wells’ untimely passing in 1994, which left a leadership void, the precedent of shared responsibility remains relevant today.
The prospect of promoting both D’Amaro and Walden could prevent possible attrition and ensure that Disney retains top talent during this critical transition. Historically, when executives feel overlooked in a leadership search, they often seek opportunities elsewhere. By recognizing the potential of both candidates, Disney could secure its future leadership and inspire confidence among stakeholders.
The Case for Co-CEOs in Modern Business
While the concept of co-CEOs is not mainstream, it has been successfully implemented in certain organizations. Companies like SAP and Whole Foods have adopted this model, achieving significant results through collaborative leadership. As the entertainment landscape evolves, Disney might benefit from a similar approach, particularly in navigating complex market challenges.
Both D’Amaro and Walden have demonstrated strong leadership capabilities. D’Amaro’s stewardship of theme parks and consumer products, which generate substantial revenue, complements Walden’s expertise in creative and strategic decision-making. Together, they could provide a balanced leadership approach that addresses both the creative and financial demands of the company.
As Disney prepares for its next chapter, the leadership model adopted at Lucasfilm could serve as a guiding principle. The entertainment giant has an opportunity to embrace a dual-leadership structure that aligns with its historical roots and modern challenges. By doing so, Disney can position itself for sustained success in an ever-evolving industry landscape.
