????10月30日，沃爾特·迪士尼公司（Walt Dsiney Co.）以40.5億美元收購盧卡斯影業(yè)（Lucasfilm）。如今，關(guān)于這筆交易的流言漫天飛舞。比如輕博客Tumblr網(wǎng)站上的“身穿黑武士服裝的米老鼠”就說：“絕地武士的控心術(shù)真的有用嗎”？在康納·奧布萊恩的節(jié)目中，會看到彼得潘和叮當(dāng)小仙女掠過塔圖因星球的剪影嗎？巴斯光年會成為《星球大戰(zhàn)7》（Star Wars 7）的主角嗎？

????然而那些對這筆交易夸夸其談的人并不知道，只有迪士尼才明白，如何不讓“千年隼號”撞上“太空山”，真是諷刺。迪士尼收購ESPN、皮克斯（Pixar）和漫威（Marvel）的成功秘訣，同時也是迪士尼CEO兼董事長鮑勃·艾格恪守的頭號法則就是：讓每家公司保留原有的獨特文化，上層不會強(qiáng)求過多的協(xié)同效應(yīng)。【請閱讀《財富》雜志（Fortune）之前對迪士尼的報道?！克诮邮堋敦敻弧冯s志采訪時稱：“這一次，我同樣會這么做。既然文化對于創(chuàng)意環(huán)境如此重要，它就值得我們?nèi)ケＷo(hù)?！?/p>

????當(dāng)然，收購公司的CEO們經(jīng)常會這么說。但艾格的話以前就有過很好的證明。今年早些時候的一次采訪中，ESPN董事長兼前任總裁喬治·博登海默重點強(qiáng)調(diào)了迪士尼小心翼翼，避免破壞ESPN之前的模式?！暗鲜磕岢姓J(rèn)，ESPN的文化是它重要的優(yōu)勢，這一點值得贊揚(yáng)。一家收購公司完全可以不這么做?！痹谄た怂?，同樣如此。皮克斯在被出售給史蒂夫·喬布斯、約翰·拉薩特和艾迪·卡特莫爾之前，實際所有人是喬治·盧卡斯。親自到皮克斯看看，就會發(fā)現(xiàn)，這家公司的文化完全獨立，沒有任何證據(jù)顯示它已經(jīng)成為迪士尼的一部分。今年早些時候，卡特莫爾稱：“似乎我們與迪士尼完全不沾邊?！?/p>

????不過這一次與迪士尼之前的交易有一個很大的區(qū)別。之前的交易中，公司領(lǐng)導(dǎo)人都繼續(xù)留任，比如皮克斯的卡特莫爾和拉薩特，漫威娛樂的帕穆特等。然而這一次，雖然喬治·盧卡斯未來將繼續(xù)擔(dān)任“創(chuàng)意顧問”，但對于盧卡斯影業(yè)的特許經(jīng)營權(quán)，盧卡斯將不再擁有任何發(fā)言權(quán)。艾格說：“（對于星球大戰(zhàn)和盧卡斯影業(yè)的其他資產(chǎn)）我們擁有不受約束的權(quán)利。我們擁有徹底的創(chuàng)意控制權(quán)，包括電影名稱、制作方式、內(nèi)容等等?！币獙崿F(xiàn)這一點，必須得有信任。

????早在1990年，為美國廣播公司（ABC）拍攝《少年印第安納·瓊斯》（Young Indiana Jones）系列片時，艾格與盧卡斯首次結(jié)識。2011年，艾格首次提出收購盧卡斯影業(yè)，但他說盧卡斯還沒準(zhǔn)備好。他說：“我當(dāng)時決定不強(qiáng)人所難”，之后我跟他說：‘等你準(zhǔn)備談一談的時候，給我打電話?！?012年，他終于等來了盧卡斯的電話。經(jīng)過盡職調(diào)查，真正的談判開始。但盧卡斯從沒有正式向其他任何公司兜售他的公司。艾格在價格談判過程中曾一度建議盧卡斯向別的買家詢價，以此來確定艾格是出價比較高的一個買家。

????You've probably seen at least one of the memes related to the October 30th,$4.05 billion purchase of Lucasfilm by the Walt Disney Co.?by now. Was it?Mickey in Darth Vader's suit, saying "That Jedi Mind Trick Sh*T Really Does Work" on Tumblr? Peter Pan and Tink floating in silhouette in front of the planet Tatooine on Conan O'Brien?Buzz Lightyear as the hero of Star Wars 7?

????But what all those who have chimed in on the deal don't get is that -- ironically -- Disney (DIS) is the only company out there that understands how to keep the Millennium Falcon from crashing into Space Mountain. The secret of Disney's success with acquisitions ESPN, Pixar and Marvel -- and the number one rule of its CEO and Chariman, Bob Iger -- has been to let each company's unique culture stay that way, without too much forced synergy coming from the top. (Read?Fortune's earlier Disney story.) "I'm going to do this one the same way," he told?Fortune?in a lengthy interview. "If the culture is important in terms of the creative environment, then that will be protected."

????Aquiring CEOs always say that, of course. But in Iger's case there is precedent. In an interview earlier this year, George Bodenheimer, Chairman and former President of ESPN, emphasized how careful Disney has been not to trample on the ESPN way. "I credit Disney with recognizing that the culture of ESPN is a major part of its strength. You could see an acquiring company going a different way." At Pixar, part which was actually owned by George Lucas before it was sold to Steve Jobs, John Lasseter and Ed Catmull, the same is true; a visit to the campus reveals a culture completely independent, with no evidence at all that Disney owns it. "It's like we're off the grid," said Catmull earlier this year.

????There is, however, one big difference from Disney's other deals, in which the company leaders --Catmull and Lasseter at Pixar and Ike Perlmutter at Marvel -- stayed on. Although George Lucas is going to remain a "creative consultant" going forward and his handpicked successor, Kathleen Kennedy, will be the executive producer of the next Star Wars film, he no longer has any say so over the franchise itself. Says Iger: "We have unfettered rights to [Star Wars and Lucasfilm's other properties] going forward. We have complete creative control -- over the name of the movie, how it's made, what's in it. " That requires trust.

????Iger, who first got to know Lucas when they worked on the?Young Indiana Jones?series on ABC in 1990, first broached the subject of buying Lucasfilm in mid 2011, but says Lucas wasn't ready. "I decided not to sell hard at all," he says, "and said 'well, call me when you're ready to talk.'" That call came in June 2012. After due diligence, the real negotiations began, but Lucas never formally shopped the company elsewhere -- though Iger, at one point in the price negotiations, says he suggested that Lucas do so to confirm that his offer was a good one.