Correction: Obit-Disney Imagineer story

Aug 4, 2017

Correction: Obit-Disney Imagineer story

LOS ANGELES — In a story July 28 about the death of Disney "Imagineer" Martin Sklar, The Associated Press omitted the name of one of his children, Leslie Sklar, among his survivors. The AP, relying on information from a spokeswoman for Walt Disney Imagineering, had reported erroneously that Sklar's daughter was named Leslie Sklar Dahan.

A corrected version of the story is below:

Leading Disney parks 'Imagineer' Martin Sklar dies at 83

Martin Sklar, one of the central figures behind Disney's theme parks around the world, has died at 83

By ANDREW DALTON

Associated Press

LOS ANGELES — Martin A. "Marty" Sklar, a right-hand man of Walt Disney and central figure in the development and expansion of his company's theme parks around the world, has died.

Disneyland spokeswoman Suzi Brown confirmed Sklar's death for The Associated Press. He died Thursday at his Hollywood Hills home at age 83, a company statement says. No details were released on his cause of death.

"Here you leave today and enter the world of yesterday, tomorrow and fantasy," Sklar said in 2005, reading from a plaque at the front of the park.

"That says so much about what Walt intended here," Sklar told the AP.

Sklar had roles in the development of every Disney park, from the original Disneyland in Southern California in 1955 to the Shanghai Disney Resort last year. He was revered by employees as a living link to the founder.

"Everything about Marty was legendary — his achievements, his spirit, his career," Walt Disney Company CEO Bob Iger said in a statement. "He embodied the very best of Disney, from his bold originality to his joyful optimism and relentless drive for excellence. He was also a powerful connection to Walt himself."

Sklar early on condensed Walt Disney's ideas into a widely circulated creed called "Mickey's 10 Commandments," which many considered key to the parks' massive successes. He spelled them out in a 2015 book, "One Little Spark!"

They included:

— Know your audience.

— Organize the flow of people and ideas.

— Avoid overload.

— For every ounce of treatment, provide a ton of fun.

Sklar was still a college student at UCLA when he was hired to create The Disneyland News for the original park and became a full-time Disney employee the following year.

For the next 54 years, he led the development and expansion of the company's parks. He was among the first to have the unique-to-Disney title of "Imagineer" when he became the company's chief creative leader for theme parks.

"Marty was one of Walt's most trusted advisers and helped turn his most ambitious dreams into reality," said Bob Weis, current president of Walt Disney Imagineering. "For us, it's hard to imagine a world without Marty, because Marty is synonymous with Imagineering."

Sklar scripted speeches for Walt Disney along with design and marketing materials for the parks and a film showing Disney's vision for Walt Disney World and Epcot in Florida before they were built.

He had a hand in the design of memorable Magic Kingdom attractions such as the "The Enchanted Tiki Room," ''It's a Small World" and "Space Mountain."

Like most Disney designers he had to face criticism from hardcore fans. He felt the need to respond to complaints when "It's a Small World" added characters from Disney films to its usual cast of international children.

"We are not trying to turn this classic attraction into a marketing pitch for Disney plush toys," Sklar said at the time. "We are not 'young marketing whizzes' trying to make a name for ourselves."

When the company made over Disneyland's Tomorrowland in 1998, he explained the company's constant intent to forge forward. "The future is a moving target, and you have to keep aiming at it," he said.

Sklar retired in 2009. But he was still a frequent presence and ambassador at Disney events, including the company's D23 Expo earlier this month.

He is survived by his wife of 60 years Leah, son Howard and daughter Leslie Sklar.

At Disneyland's 50th anniversary in 2005, he summed up his life's work as he walked into the park.

"I think Disneyland is so much about reassuring people the world can be OK, that things can be orderly, that you can speak to a stranger," he told The Associated Press. "All those things that we are losing or have lost in our daily lives."

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What to consider if a company that made AI-related job cuts wants you back

Oct 30, 2026

What to consider if a company that made AI-related job cuts wants you back

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"And I think that's where companies are starting to realize, 'Wow, we really do need people to do these jobs.'" Klarna, the Swedish provider of buy now, pay later services, began recruiting human customer service representatives again last year. CEO Sebastian Siemiatkowski acknowledged in an interview with Bloomberg News that the company's reliance on an AI chatbot to cut costs had gone too far. In June, Ford said it had hired or promoted 350 veteran engineers after AI tools the automaker deployed to do quality control work did not perform at the expected level. "AI utilization has been an important part of our quality gains and that — along with deep technical expertise of our teams — is a powerful combination," a Ford spokesperson told The Associated Press. However, companies don't always broadcast their U-turns on shifting resources or responsibilities from employees to AI systems, Beaumont said. "Maybe their shareholders love that they did this right-sizing motion... and then they have to turn around and quietly, with their tail between their legs, admit that they weren't ready for that or they shouldn't have done that," she said. Management experts offered employment advice for workers as companies make greater use of AI tools and consider — or reconsider — their staffing needs while assessing the technology's capabilities. Rehiring suggests the invisible work of humans is not easily replaced When companies use AI to perform tasks previously done by people, they often miss the invisible work employees do beyond their formal job descriptions, said Betsy Summers, a principal analyst on the Future of Work team at market research and advisory firm Forrester. That might include sensing emotions and moods, holding impromptu meetings and putting in extra effort when feeling inspired or otherwise motivated, Summers said. "We don't know all the work that's required to do things well within the organization," she said. "The citizenship behaviors of team cohesion and team building and making sure that you have trust within your team, none of that is accounted for. So when you rip out humans who are doing that work and then expect agents to be able to then deliver exactly what humans have delivered, they are frequently mistaken." Another factor that complicates assigning more work to AI-powered tools is that company procedures for tasks such as data processing and bookkeeping are not always well documented, experts said. "Organizations are not spending enough time doing the up-front work to really truly understand workflows and where humans add value in the process," said Brooks Holtom, a professor of management at Georgetown University's McDonough School of Business. In roles such as customer service, AI agents and chatbots frequently need to refer questions and complaints to a worker who can recognize emotions, assess the severity or complexity of a problem and respond creatively within established policies, Holtom said. "It's that combination of creativity but staying in the guardrail that's really hard for a machine to figure out," he said. Figure out what gives you a competitive edge as a human As companies redirect resources toward AI, current employees and those asked to come back might want to emphasize skills that complement the technology, such as emotional intelligence and sound judgment, Holtom said. "Really try to be able to articulate, what's your value proposition as a human?" Holtom said. "Don't be afraid to lean into the technology as well, and understand how to differentiate yourself from what machines do well. Embrace that, understand that, and you can become uniquely qualified to help with implementation." 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Butcher Boy earns Bib Gourmand distinction in 2027 Michelin Guide

Oct 30, 2026

Butcher Boy earns Bib Gourmand distinction in 2027 Michelin Guide

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