The "it's a small world" loading process is one example of Disney efficiency. Photo: Offbeat Training LL

In a recent Snap we examined cost cutting and price inflation. In this Snap, we look at another way companies reduce costs: increasing efficiency.

Most organizations have ruthlessly focused on efficiency. Whether tightening manufacturing flow, improving processes, or getting us to accept paperless billing and printing our own materials, organizations have made great strides tightening efficiency.

Disney has, historically, been expert at efficiency. From vehicle loading procedures where one group of guests exits as others enter, to the use of load belts to keep rides moving while still onboarding guests, to the combining of tickets and credit card information onto “magic bands,” the Mouse continually delivers more efficient experiences.

The odd part of the Mouse House’s effectiveness at efficiency is that efficiency is the lowest Disney priority, ranked behind safety, courtesy, inclusion, and show. For Disney, efficiency is the result when those other priorities are effectively applied.

But [a recent article from Farnam Street suggests that the super efficiency of modern organizations has led to unexpected problems. The gist of the article is that what used to appear to be wasted time was actually additional capacity to deliver more when problems arose. Employee workloads in 2021 are, comparatively, so heavy that there is little extra available time to devote to the unexpected.

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Disney has, through the years, made similar efficiency mistakes. One example is the abolition of the Lead position in the 1990s. A lead was an hourly employee in charge of location daily operations. As a Listen to the Land boat ride lead, for instance, I was responsible for day-of assignments and staffing, guest service, and show quality. Although not able to engage in management functions like hiring, firing, and discipline, we leads were our supervisors’ on-the-groun eyes and ears. To save money and streamline operations, Disney removed the lead position. In their place they provided more supervisors. But as is often the case with leadership, work expanded to keep those new leaders busy and attention to detail in the parks suffered. Leads would, for instance, ensure gates to backstage areas were closed, ground trash was picked up, shifts were covered, and guests were happy. Those small, critical show details are now, more often, overlooked.

Another example comes from the cost-saving consolidation of the Parks Human Resource teams in the 2000s. Even though Walt Disney World, Disneyland, and Disneyland Paris had different cultural norms, then CFO Jay Rasulo combined the HR personnel worldwide into one team. The result was a situation where a frontline HR person at Walt Disney World might report to a boss in Paris who might report to a boss in Disneyland. The restructuring did save money, but did so on the backs of fewer employees working longer hours.

COVID has now forced additional efficiencies—including requiring advance theme park reservations, reduced levels of staffing, aggressive mask and cleaning procedures, and mobile only food ordering—that make the Disney experience more difficult for both cast members and their guests.

Are we getting too efficient for our own good? Perhaps. The lack of available time to focus on daily fires is a real issue. Ironically, the push to be more efficient may actually lead to less efficiency.