Disney SCSE Framework · Applied Research · AI Knowledge Series

Experience Strategy
Integration Matrix

AI Knowledge Project Research-Informed

Sources: Forrester CX Index 2025 · ACSI Q4 2025
KPMG CEE 2024 · EY iFM 2025 · Gartner · McKinsey

Recent global CX indices show a sustained decline in customer experience quality across major industries — a pattern observed across US, European and Asia-Pacific markets. This prototype applies Disney's proven SCSE prioritisation framework — originally published in Be Our Guest — to 13 industries where the gap between customer expectation and experience delivery is widest. Each matrix is a strategic inspiration tool, not a programme blueprint or formal research output: high-level directional thinking for leaders who already know their industry.

🌍 Globally applicable

The SCSE framework itself — Disney operates it across North America, Europe, Asia and the Middle East without modification. The priority hierarchy is universal.
Strategic logic — billing opacity in telecoms, disruption silence in airlines, silo fragmentation in FM — these failure patterns repeat regardless of geography.
Research from KPMG CEE, Qualtrics XM Institute, McKinsey and EY draws on global datasets spanning 30+ countries.
Industry dynamics — the structural challenges in each matrix (commoditisation, trust inversion, reactive vs. proactive models) apply across mature markets globally.

⚙️ Adapt for local context

Regulatory environment — GDPR (Europe), PDPA (Southeast Asia), and regional data privacy laws change what's permissible in process and setting decisions.
Cultural service norms — high-context markets (Japan, UAE, India) weight relationship and face-saving differently than low-context markets. Courtesy tactics need local calibration.
Labour models — union structures, staffing ratios and employment law affect Cast recommendations across markets.
Benchmark data — Forrester CX Index and ACSI scores are US-primary. Treat urgency ratings as directional; validate against local NPS and satisfaction data for your market.

Bottom line: Use the framework and strategic logic globally. Calibrate the specific tactics and urgency ratings to your regulatory environment, cultural context and local competitive landscape.

⚙️ Disney SCSE framework applied to 13 industries where customer experience is most broken. Tap a chip to explore.

Filter by urgency:

Critical CX deficit High pressure Significant opportunity

Or type any industry

Priority	👤 Cast · People	🏛 Setting · Environment	⚙ Process · Systems

Strategic Insights

Three defining experience challenges that shape this industry's CX agenda — the structural problems that most affect customer trust, loyalty and commercial performance.

Original Framework · Be Our Guest, Disney Institute & Theodore Kinni (Disney Editions, 2001, revised 2011)

These are not four equal pillars — they are a ranked override system. Safety always beats Courtesy. Courtesy always beats Show. Show always beats Efficiency. The order is the model.

Priority	👤 Cast / People	🏛 Setting / Environment	⚙ Process / Systems
🛡️ Safety Priority 1 · Always first	Every cast member is trained to prioritise the physical and emotional safety of guests and colleagues above all other responsibilities — without exception and without management approval required Emotional safety is explicitly included: cast members must feel safe raising concerns; guests must be free from harassment, intimidation or fear in any Disney environment Cast members are empowered to stop any activity — ride, show, parade — if they judge it unsafe, regardless of commercial or operational pressure	All physical environments are designed and maintained to remove foreseeable hazards — surfaces, sightlines, crowd flow, equipment — as a baseline, not a periodic audit Backstage areas are completely separated from guest areas: operational infrastructure is never visible to guests, and safety signage in backstage areas is as rigorous as front-of-house	Safety protocols are non-negotiable regardless of queue length, attendance pressure or weather — the framework explicitly states that no commercial objective overrides a safety procedure Incident reporting is a just culture: cast members who surface safety concerns are recognised, not penalised; near-miss reporting is treated as valuable as incident reporting
🤝 Courtesy Priority 2 · Every guest a VIP	"Every guest is a VIP — a Very Important Person." Cast members are trained to treat each interaction as if the guest in front of them is the only one in the park — using names, making eye contact, anticipating needs before they are expressed Any cast member has standing authority to replace a dropped ice cream cone, direct a lost guest personally rather than pointing, or deviate from standard procedure to recover a guest experience — no management approval required Cast members are trained to recognise distress signals and respond proactively — a child crying, a guest looking lost, a family struggling with a pram — before being asked	Physical environment is designed to reduce friction and anxiety: clear wayfinding, shaded rest areas, accessible facilities, quiet zones — guests should never feel lost, overwhelmed or without recourse Every guest-facing touchpoint — ticketing, food, merchandise, information — is designed to feel welcoming rather than transactional	Guest recovery authority is delegated to the frontline: cast members do not need to find a manager to solve a problem; the expectation is that they solve it themselves, within defined parameters Complaint handling is treated as a gift — the guest who tells you something is wrong is giving the organisation information; the guest who says nothing and never returns is the real loss
✨ Show Priority 3 · Everything intentional	Every Disney employee is a cast member — on stage when visible to guests, off stage only in designated backstage areas. A cast member in costume never breaks character in a guest-facing area, regardless of circumstances Cast appearance, movement, language and demeanour are all considered part of the show — the theatrical metaphor is applied literally, not figuratively Cast members are trained to deliver consistent show quality at the last hour of a 12-hour shift as at the first — the guest arriving at 9pm paid the same price as the guest who arrived at 9am	"Everything speaks" — every physical detail either supports or undermines the story. A litter bin in a sightline, a broken prop, a flickering light or a faded sign are all Show failures, treated with the same urgency as a ride malfunction Sensory design is active: music, scent, lighting and temperature are engineered for each area. No sightline from any guest area reveals operational infrastructure — utilities, vehicles, service corridors Cleanliness is maintained to the same standard at midnight as at opening — visible cleaning is considered part of the show, not an interruption to it	Show standards are inspected and measured with the same rigour as safety standards — a Show failure is not aesthetic nitpicking, it is a breach of the guest contract Operational processes are designed to be invisible to guests: deliveries, waste removal, restocking and maintenance all occur outside guest sight and hearing wherever possible
⚡ Efficiency Priority 4 · Serves the guest's time	Cast member deployment patterns, break schedules and cross-training are optimised around guest demand peaks — staffing serves the guest experience, not shift convenience Efficiency is defined as maximising the guest's enjoyment time, not minimising Disney's operating costs — a distinction the framework makes explicitly and repeatedly	FastPass was invented not to increase throughput but to reclaim dead waiting time as an active experience — guests given a return time go and do something else rather than standing in a queue. The efficiency intervention serves the guest's experience of time Park layout, queue design, food service placement and show scheduling are all engineered to reduce unproductive waiting and increase the density of positive moments in a guest's day	The framework explicitly warns against Efficiency-first thinking: organisations that optimise for their own operational convenience rather than the guest's experience of time have inverted the model Technology, automation and process improvement are evaluated against a single test: does this make the guest's experience better, faster or more enjoyable — or does it make our operation cheaper at the guest's expense?

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Disclaimer — Prototype Inspiration Project

This tool is an independent, AI-assisted prototype created for knowledge-sharing and professional inspiration purposes only. It does not represent the views, research, intellectual property or official position of any organisation, employer, client or industry body.

All industry frameworks, strategic guidance and experience principles are synthesised from publicly available research and are presented as general directional thinking — not as proprietary methodology, formal consultancy advice or authoritative research. No specific statistics, findings or quotations are attributed to named third-party sources; any resemblance to published research is incidental and reflects widely reported industry trends rather than direct reproduction.

The SCSE framework (Safety, Courtesy, Show, Efficiency) is the intellectual property of The Walt Disney Company, referenced here solely for educational and illustrative purposes under fair use. This project is not affiliated with, endorsed by or connected to The Walt Disney Company, Disney Institute or any other named organisation.

This is not legal, financial, operational or strategic advice. Readers should conduct their own research and seek appropriate professional guidance before making decisions based on any content within this tool.

About the Author

Bharat Rai

Bharat Rai is a seasoned experience professional versed in hospitality, restaurant and Integrated Facilities Management (IFM) industries — with a career spanning global leadership roles at the intersection of human-centric workplace experience, AI-driven transformation and cultural leadership. He believes great experience is not a department; it is an operating philosophy.

Connect on LinkedIn — bharat-rai-mih-3b531157