Disney Deals

Bob Iger's tenure as CEO of Disney has come to an end, but not before he shared some fascinating insights into the company's past dealings. In a recent interview, Iger revealed that Disney was close to buying Twitter, was involved in early conversations with Apple about a potential merger, and even attempted to acquire the James Bond franchise.

The Twitter Deal That Got Away

According to Iger, Disney was in talks with Twitter co-founder Jack Dorsey to buy the social media platform at an attractive price. However, Iger ultimately decided to walk away from the deal due to concerns that it would be a distraction for the company. This decision was made before Elon Musk acquired Twitter in 2022 and rebranded it as X.

A Potential Merger with Apple

Iger also revealed that Disney was in early conversations with Apple about a potential merger, which he believed would have been truly transformational. However, these conversations never went anywhere, and Apple ultimately showed little interest in the deal. This is surprising, given Iger's history with Apple, including his time as a board member from 2011 to 2019.

The James Bond Franchise

Iger had also set his sights on acquiring the James Bond franchise, but this deal ultimately fell through. Amazon later acquired the 007 distribution rights when it bought MGM in 2022 and paid over $1 billion to take full creative control of the franchise in 2025.

Key Takeaways

Disney was close to buying Twitter but walked away due to concerns about distraction
Disney was in early conversations with Apple about a potential merger, but Apple showed little interest
Disney attempted to acquire the James Bond franchise, but was ultimately unsuccessful

Iger's Legacy

Iger's tenure as CEO of Disney was marked by significant transformations and acquisitions, including the purchase of Pixar, Marvel, and Star Wars. While not every deal was successful, Iger's legacy continues to shape the company's direction and strategy.

What's Next for Disney

Technology teams are watching disney deals closely because changes in this space often arrive faster than internal policies can adapt.

For product and engineering leaders, the practical question is how this could reshape roadmaps, vendor choices, and security reviews over the next few quarters.

Organizations that document lessons early tend to respond more calmly when similar patterns appear again.

In many companies, the first impact shows up in planning meetings: teams reassess priorities, revisit risk registers, and check whether existing tooling still fits.

Smaller businesses feel these shifts too. A single platform change or market move can affect customer trust, delivery timelines, and hiring plans.

The most resilient teams treat stories like this as input for quarterly reviews rather than one-day headlines.

If your business depends on modern software, ERP, VoIP, or customer-facing apps, staying informed helps you separate noise from decisions that require action.

Looking ahead, disciplined follow-through matters: assign owners, set review dates, and measure whether your response improved outcomes.

Security and compliance stakeholders should ask whether current controls still match the pace of change described in this update.

Operations leaders can reduce friction by translating the headline into a short internal brief with clear next steps for each department.

Customer support teams may see early signals through tickets, outages, or policy questions long before leadership reviews are scheduled.

Finance and procurement groups should note whether licensing, vendor risk, or implementation costs need revisiting after this development.

Training programs benefit from timely updates so staff understand what changed, what did not change, and what requires escalation.

Architecture reviews are a practical place to test assumptions, especially when new tools, platforms, or threats enter the conversation.

Documentation quality often determines how quickly a company recovers from surprises; capture decisions while context is still clear.