Disney Board Member Everson on AI, Tariffs, Iger Succession

AI Impact on Business - AI is accelerating change faster than previously experienced [1] - Only 5% of companies are seeing AI's impact on their Profit and Loss (PNL), while over 65% are reporting AI initiatives [3] - 2026 is expected to be a year where AI's impact materializes in companies, both on the cost and efficiency side, as well as on revenue growth [3] - Companies are focusing on upskilling and retraining their workforce for AI utilization [4] - Companies are shifting from having an AI strategy to defining their strategy in an AI-driven world, impacting every function and workflow [5] - AI presents opportunities for both efficiency gains (with fewer people or increased production) and generating new revenue streams [7] Marketing & Consumer Engagement - Companies like Coca-Cola are reimagining their marketing workflows with AI for more targeted messaging [8] - Human involvement remains critical in AI-driven campaigns to ensure brand resonance [9][10][11] - 20% of purchase decisions are being driven by "limbs" (unclear what this refers to, needs clarification), emphasizing the importance of brand discovery and emotional resonance [13] Workforce & Talent - Companies are aiming to use AI to automate monotonous tasks, freeing up talent for more value-added and creative work [15] - There is a talent war for individuals with AI-native skills [15] - The next generation is growing up with AI skills, suggesting a future easing of talent shortages [16][17] Supply Chains & Tariffs - Supply chains were significantly impacted during COVID-19, prompting companies to rethink their dependence on China and consider diversification or onshoring [20] - Companies are conducting scenario planning to understand the potential impact of tariffs [20] - There is hope that the White House will consider the impact of tariffs on both companies and consumers [20][21] CEO Succession Planning - CEO succession is considered one of the most important responsibilities of a board of directors [22] - A thorough process involving a broad range of internal and external candidates is crucial [23][25] - Boards should look at succession planning not just at the CEO level, but also at the executive leadership team and one or two levels below [27]