Bob Iger’s tenure at Disney is defined by audacious wins and agonizing trade-offs: blockbuster acquisitions (Pixar, Marvel, Lucasfilm, Fox) that remade the studio, a streaming pivot that created Disney+, and repeated clashes with critics and activists over creative and political decisions. His first era was expansion and cultural reinvention; his second stint, following a rocky succession and pandemic shock, was about repair and survival.

The most controversial move of that comeback was surgical, decisive and brutal in human terms: a sweeping cost-cutting plan that saved the company billions while eliminating thousands of roles.

On returning as CEO in late 2022, Iger framed his actions as necessary triage. In an extended interview with the Financial Times he recounted reversing his predecessor’s strategy and launching “an aggressive $6bn cost‑cutting plan” that “stripped out 7,000 jobs and simplified management,” while also reorienting strategy across streaming, ESPN, studios and parks to restore Disney’s culture and financial footing.

Iger’s defenders argue the cuts were unavoidable: activist pressure, investor demands for streaming profitability, and a parks‑heavy profit profile forced hard choices to stabilize the business and free capital for content and park investments. Critics counter that the measures damaged morale and betrayed Disney’s self‑image as a creative family; they note the optics of a CEO who treasures Disneyland while presiding over large layoffs can’t be easily softened by talk of long‑term strategy.

Ultimately, the $6 billion saved and 7,000 jobs eliminated crystallize the paradox of Iger’s late‑career stewardship: a leader who rebuilt Disney into a modern media powerhouse but did so with ruthless efficiency when survival demanded it. That calculus preserved profitability and cleared a path for future investments but at a cost that will shape how his legacy is judged for years to come.

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Yet the story does not end with cuts and recovery, because Iger’s legacy is just as much about the deals he never made as the ones he did.

Bob Iger’s later reflections reveal a CEO constantly thinking beyond immediate results. During Disney’s acquisition boom, the company explored adding the James Bond franchise to its portfolio. The idea ultimately did not materialize, but it underscores how aggressively Disney once pursued global cultural dominance.

Another near-miss involved Twitter, which Iger seriously considered acquiring from Jack Dorsey. He viewed the platform as a potential distribution engine that could amplify Disney’s content ecosystem. At the last moment, concerns about distraction and long-term complications caused him to step back, leaving the path open for Elon Musk’s eventual takeover and rebranding of the platform as X.

Perhaps most intriguing were early discussions between Disney and Apple about a possible merger. Iger acknowledged that conversations did take place and believed such a partnership could have been transformative. However, Apple never showed sufficient interest to move forward, leaving behind a vision of what might have been one of the most powerful media and technology alliances ever.

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What do you think about Bob Iger’s cost-cutting strategy and the deals he chose not to pursue? Let us know in the comments.