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The Walt Disney Company (Disney) has been the world's second-biggest media organisation. The business segments comprised a diverse international family entertainment and media enterprises including Media Networks, Parks and Resorts, Studio entertainment and Consumer Products and Interactive Media divisions segmented on geography such as Asia-Pacific, Japan, Europe, Middle East and Africa, and Latin America. However, since 2015, the Media Networks division dealing in broadcast and cable business was suffering from subscriber losses over cord-cutting and declining operational revenues. In 2017, Disney announced to float two own paid branded streaming services - ESPN-branded, multisport video streaming service in early 2018 and a new Disney-branded direct-to-consumer (D2C) streaming service by 2019. With media landscape increasingly defined by direct relationships between content creators and consumers, analysts termed this development as a 'late move' on the part of Disney. However, Chairman and CEO of Disney, Robert Iger termed the launches as new growth strategy, and incredible opportunity in the wake of changing technology to leverage the strengths of the powerful brands of Disney. Was Disney moving towards a more 'dynamic' model to work with brands spanning a broad range of categories to go forward? Whether this strategic shift would help Disney stay abreast of digital disruption, wondered a section of analysts.