So my goal is in talking about a transformation is to set it on the right course for what could be many years. It's setting the company up for long term success and what happens thereafter. IGER: Well, I don't think you should look at it in terms of accomplishing everything in a period of time. And you know, any number of other efforts that are underway? And I think we've already demonstrated in what has been just over two months since I came back that you can make a lot of changes very quickly.įABER: So your belief is two years is enough time for you to see through some of the things you announced yesterday, the cost cuts, obviously, the reorganization that has taken place. You obviously have to know what you want to do and show incredible resolve in terms of accomplishing those things and, you know, get buy in from key people. As it relates to two years in the sense that maybe that's too short a period of time, you can get things done very quickly.
And right now, it would be premature to even speculate there are no plans right now for me to stay any longer. I also am confident that the board will be able to identify an able successor and I'd love to have an opportunity to help that person be successful. There are other things in life that I'd like to do. IGER: Well, look, I'm I'm going to be 72 years old tomorrow, I've put in almost 50 years. That's what my contract says, that was the agreement with the board. IGER: Well, my plan is to stay here for two years. It just the things you began just yesterday with the announcements that we're obviously going to get into can't see fruition in two years. You're gonna be here for five, you're gonna be here for more than two years. But I've talked to a number of executives in the business who think two years isn't enough time for you to do that. And I also wanted to help them not only transform the company during a pretty critical time, but I wanted to help them succeed at succession, which is quite important to me too.įABER: You know, you mentioned both of those things transforming and obviously we're going to get to a lot of the news that came out yesterday after the close.
And I felt that I guess I had a sense of obligation. And she made it very, very clear that it was a time of need, they decided to make a change at the CEO level. I have a huge passion for the company, tremendous respect for the people. But this is a company that I worked for for almost 50 years. And much to my surprise, I was not looking for a job and I was not anticipating that I would be asked back. She called me on the Friday before the Sunday that it was announced. So, you know, I'd love to just start off when you got a call, maybe it was from Susan Arnold or from the board and they said, we'd like you to come back. It's only what 14 months since we did your exit interview, Bob. I think it's fair to say that neither one of us could have imagined being here even a couple of months ago. It is nice to see you.īOB IGER: It is nice to see you too. ĭAVID FABER: Welcome back to "Squawk on the Street." I'm David Faber here at the Disney lot and of course joined by the aforementioned Bob Iger, the CEO of Disney.
Following are links to video on :, ,, and. Following is the unofficial transcript of a CNBC exclusive interview with Disney CEO Bob Iger on CNBC's "Squawk on the Street" (M-F, 9AM-11AM ET) today, Thursday, February 9 th.
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