During the Great Depression his team-oriented mentality sparked one of Disney’s most unique business ventures, namely opening his own art school. In the 1930s, around the time Snow White and the Seven Dwarves was released, Disney noticed a gap in the training of his employees, both in the “designated creative people” and the others working for him (Johnson, Ehrbar, and Ghez 12). While all his animators had been to art school, they were trained in static, not moving, art and animation is all about movement. To supplement his employees’ knowledge, Walt Disney Studios opened a new art school specializing in animated art that was open to all employees (Watts 63).
When creating Mary Poppins, Disney collaborated with English firms to create the technology necessary for live-action films that also include animation (Walt Disney’s Last Interview 9-24-66). He was able to recognize that neither team would be able to create the technology necessary on their own, and thusly started a partnership that made films such as Mary Poppins possible. Even on a smaller scale, Disney’s focus was on social interactions. His highest praise for the Sherman Brothers, the people behind the music in Mary Poppins, was that they always went for “the team play” (Walt Disney’s Last Interview 9-24-66).
Naturally, Disney was first and foremost a businessman. An international success, he was a gifted salesman and was known for his pre-release publicity campaigns (Johnson, Ehrbar, and Ghez 6). He was also regarded as a strong public speaker who was willing to share his skills and opinions with others (Johnson, Ehrbar, and Ghez 8). His charisma also was relevant on a smaller, day-to-day scale. Disney was commonly regarded as ambitious, meticulous, and a man who “never heaped praise” (Peri 5-7). Despite these rather cold qualities, his energy and enthusiasm for the business was considered a creative catalyst within the company (Johnson, Ehrbar, and Ghez 15).
When creating Mary Poppins, Disney collaborated with English firms to create the technology necessary for live-action films that also include animation (Walt Disney’s Last Interview 9-24-66). He was able to recognize that neither team would be able to create the technology necessary on their own, and thusly started a partnership that made films such as Mary Poppins possible. Even on a smaller scale, Disney’s focus was on social interactions. His highest praise for the Sherman Brothers, the people behind the music in Mary Poppins, was that they always went for “the team play” (Walt Disney’s Last Interview 9-24-66).
Naturally, Disney was first and foremost a businessman. An international success, he was a gifted salesman and was known for his pre-release publicity campaigns (Johnson, Ehrbar, and Ghez 6). He was also regarded as a strong public speaker who was willing to share his skills and opinions with others (Johnson, Ehrbar, and Ghez 8). His charisma also was relevant on a smaller, day-to-day scale. Disney was commonly regarded as ambitious, meticulous, and a man who “never heaped praise” (Peri 5-7). Despite these rather cold qualities, his energy and enthusiasm for the business was considered a creative catalyst within the company (Johnson, Ehrbar, and Ghez 15).