“We were getting hammered,” said Arnold Donald, Carnival Corporation’s CEO, recollecting his first days on the job in mid-2013.
“Fuel prices were going through the roof, the Arab Spring was destabilizing much of the world, and we’d just been through two very public crises with ships belonging to our Costa and Carnival brands.”
Founder Ted Arison and son Micky had built Carnival Corporation into the largest leisure travel company in the world through savvy acquisitions and a healthy respect for the independence of its 10 global brands, which include Carnival Cruise Line, Holland America Line and Princess Cruises. Each brand served a different customer and, according to Donald, since there were only so many ships in service, the mandate was always to create demand and deliver efficiency at each unit. Clearly, it had worked, the recent trials in the media notwithstanding.
So Donald decided to change it.

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