remain

PHOENIX — His smile is so unassuming, his stare so innocent, one has to wonder.

Does Yoshinobu Yamamoto understand he’s become a Dodgers legend?

“No,” he said Saturday, chuckling at the notion. “Nothing’s changed.”

Ah, but everything has changed, the formerly overpaid disappointment having transformed himself into arguably the most important player on baseball’s most important team.

Barely touching 5 feet 10, he looks tiny next to giant countryman Shohei Ohtani, with whom he’ll always be compared because they joined the Dodgers at the same time with equally historic contracts.

Quiet and contemplative, he seems dry next to the charming Ohtani. Employed only as a pitcher, he seems boring next to the goose-bump-inducing Ohtani.

Dodgers pitcher Yoshinobu Yamamoto hoists the MVP trophy as the team celebrates the World Series victory over the Toronto Blue Jays.

(Robert Gauthier / Los Angeles Times)

Struggling at times during his first two regular seasons with the Dodgers while Ohtani was twice voted National League MVP, Yamamoto was originally overshadowed by the greatest player in history.

Until last October, when he became one of the greatest World Series pitchers in history.

Who can forget how he shut down the Toronto Blue Jays in Game 2, shut them down again in Game 6, then shut them out in relief on zero days rest to get the win in the deciding Game 7.

It was crazy. It was historic. It was two allowed runs in 17 ⅔ innings with 15 strikeouts and two walks.

Put it another way: It was more compelling than Sandy Koufax’s three-hit shutout on two days rest to win the 1965 World Series over the Minnesota Twins.

It was Yamomania. It was Bulldog 2.0. But if you believe the guy on the mound, it barely made a ripple.

At Camelback Ranch on Saturday, in his first news conference since his World Series heroics, he shrugged and acted like those games were just a walk in the park — except, of course, he barely walked anybody in the park.

Someone asked, how did the World Series change him?

Um, it didn’t.

“I was able to get into the offseason with a great feeling and I was able to go into the offseason with more calmness,” he said through interpreter Yoshihiro Sonoda.

Someone else asked, did he have to alter his legendary workload in the offseason?

Er, no.

“As a matter of fact, the amount of work I did last year has not been affected in terms of preparation,” he said. “In November, I took off and then I began a gradual ramping up. It’s been like a normal offseason.”

Then someone asked, has he watched anything from that World Series?

Actually, yes!

“Of course, that moment of the last out,” he said. “But when I reflect back on that series, there’s so many great plays they made. Also there’s the small play which was very important. So many great scenes.”

One of the best scenes was the one nobody saw, after Yamamoto had thrown 96 pitches in a Game 6 victory.

He was done. He told his personal trainer he was done. Dave Roberts told the media he was done.

But then, in his words, he got “tricked.”

According to a report by then-Times columnist Dylan Hernández, trainer Osamu Yada told Yamamoto, “Let’s see if you can throw in the bullpen tomorrow.”

Dodgers pitcher Yoshinobu Yamamoto throws live batting practice during a workout Friday during spring training at Camelback Ranch.

(Ross D. Franklin / Associated Press)

The trainer figured Yamamoto’s mere presence as a potential reliever would inspire the Dodgers and worry the Blue Jays.

Yamamoto figured he was just going to the bullpen for show.

Oh, he put on a show, all right.

After he pitched 2⅔ scoreless innings to win the game and the World Series championship for the Dodgers, the gamesmanship had been transformed into greatness, and the con man had become a hero.

“For him to have the same stuff that he had the night before is really the greatest accomplishment I’ve ever seen on a baseball field,” said Dodgers baseball boss Andrew Friedman to reporters after the game.

Yamamoto explained afterward, “I didn’t think I would pitch. But I felt good when I practiced and the next thing I knew, I was on the mound in the game.”

And before he knew it, history.

“I really couldn’t believe it,” Yamamoto said. “I was so excited I couldn’t even recall what pitch I threw at the end.”

Now, with the Dodgers chasing a third consecutive championship and Yamamoto involved in a daring race for a Cy Young Award — who will get there first, he or Ohtani? — a different sort of question must be asked.

How on earth can he pitch any better?

“That’s an internal personal question … as far as, can you repeat and continue to get better than what you’ve been,” Roberts said. “Certainly there’s a high bar, but there’s always room for improvement and I can’t find anything right now to be quite honest, but …”

Yamamoto needs to stay healthy. He made his major-league high 30 starts last year after making just 18 the previous year. He needs to do that again to support the other frail Dodgers starters.

Yamamoto also needs to take care of himself while playing for Japan in the upcoming World Baseball Classic. Ohtani is not pitching, but Yamamoto is, and he doesn’t need to wreck his arm.

Finally, he needs to continue acting like the ace that he has become, from his uncomplaining leadership to his dazzling arsenal.

“Every time he takes the ball, he expects to win and we expect to win,” Roberts said.

That is the bottom line on Yoshinobu Yamamoto’s new reality. He was once Ohtani’s sidekick. He is now Ohtani’s partner.

Like it or not, his life has changed. Witness the crowd that screamed for him Saturday at Camelback Ranch like they always scream for Ohtani.

“More calmness?”

He’ll need it.

As much as the mood has undoubtedly improved this season, the root causes of Cardiff’s recent troubles have not simply disappeared.

Tan remains a divisive figure, as do chairman Mehmet Dalman and chief executive Ken Choo.

They were the target of numerous protests last season, some of which saw hordes of supporters marching to Cardiff City Stadium, holding banners and singing songs demanding that Tan and his fellow board members leave.

Some of the ill feeling can be traced back to Tan’s highly controversial rebranding of the club’s colours from red to blue in 2012, even though he reversed the decision three years later.

More recently, the anger relates to his perceived lack of interest, with Tan having not attended a home game for more than two years.

Then, perhaps most damningly, there is the way he, Dalman and Choo have run the club.

Fans, former players and pundits have all highlighted the startling lack of football knowledge at board level, with no layer of expertise between Tan and the many managers he has hired and fired.

Cardiff at least tried a new method in their appointment of Barry-Murphy, forming a one-off sub-committee which included the club’s academy manager Gavin Chesterfield, former Swansea City sporting director Mark Allen and members of the Wasserman agency. However, the final decision still belonged to Tan.

“They didn’t plan to get relegated,” says Perry. “And in hiring Barry-Murphy, is it really a thorough process that we’ve got to the outcome of getting him? I don’t think so.

“It’s a filtering system, a few people narrowing it down to five choices, and those five choices go then to the owner.

“The problem will always be the owner, simply because he hasn’t got that knowledge to pick out of those five. Nathan Jones was in there [on the shortlist], there were others who weren’t similar to Barry-Murphy.

“I’ll only start calling it a process if Barry-Murphy goes and the next appointment is very similar. Then it becomes a process, get another coach who puts a team out that we can identify with as supporters and is also successful.

“But you must have knowledge of what you’re looking for. The same problems are here at this club, and they need to change for us to have success continuously.”

Given how well the Barry-Murphy appointment has gone so far, then, might Tan be convinced to use a director of football or similar on a permanent basis?

“The total opposite,” Perry says. “I think he’ll get carried away, so much so that it will reinforce his own opinion of himself, that he is the right man because of what we’re seeing now.

“He will not look at the process and put his hands up and go, ‘possibly we’re fortunate here because it wasn’t our first choice’.

“You have to be honest, reflection is a key part of football or any big business, but when you reflect you have to be honest and you have to look at your skillset. Then you have to either improve that skillset or you bring somebody in that has those skills. Unfortunately, at City we don’t have that and that is my concern.”

There is no guarantee of an instant return to the Championship. It took Cardiff 18 years to get back to that level when they were last relegated to the third tier in 1985.

Of the 30 teams to have been in the Premier League and relegated to League One, six have never made it back to the Championship.

Given how Cardiff are going this season, they should not add to that number.

Promotion will not fix everything, though.

“I came into this season determined to enjoy it,” says Perry.

“We’re doing well, playing a brand that we identify with and everybody’s happy.

“But you’ve only got to look around the football club and I still see the same mistakes.”

After two decades and two stints as Walt Disney Co. boss, Bob Iger finally is hanging up the reins.

Disney this week tapped 54-year-old parks chief Josh D’Amaro to succeed Iger as chief executive. The handoff is set for March 18, at the company’s annual investor meeting, with Iger staying on as a senior advisor and board member until his December retirement.

The changing of the guard atop one of America’s iconic companies marks the end of an era.

History probably will remember Iger as a visionary leader who transformed Disney by reinvigorating its creative engines through a series of blockbuster acquisitions, broadening its international profile and boldly steering into treacherous streaming terrain by launching Disney+ and ESPN+ as audiences drifted from the company’s mainstay TV channels.

Iger, 74, has long been Hollywood’s most respected and inspiring studio chief, known around town simply as “Bob.”

Disney Chairman James Gorman said in an interview that Iger’s nearly 20 years in power is framed by two epochs: “Bob 1” and “Bob 2.”

After becoming CEO in 2005, Iger presided over a period of remarkable growth. Through acquisitions of Pixar Animation, Marvel Entertainment and the “Star Wars” studio, LucasFilm, the company gained blockbuster franchises and popular characters, including Captain Marvel, Baby Yoda and Sheriff Woody from “Toy Story,” to populate movie theaters and theme parks.

“Bob steadied the company and built it out,” Gorman said. “He created an absolute powerhouse.”

Simultaneously, Iger strived to preserve ABC, ESPN and the whimsical charm that spilled from founder Walt Disney’s imagination so many decades ago. Iger has treasured such animated gems as Mickey Mouse, Goofy, Winnie the Pooh, Polynesian princess Moana and more.

“The Iger era has been defined by enormous growth, an unyielding commitment to excellence in creativity and innovation, and exemplary stewardship of this iconic institution,” Gorman said in a statement on behalf of the board, adding: “We extend our deepest gratitude to Bob Iger for his extraordinary leadership and dedication to The Walt Disney Co.”

Former CEO Michael Eisner told The Times that Iger has “succeeded masterfully” at every turn.

“From ABC Sports to ABC Television Network and then at Disney, when we inherited him in the ABC/Capital Cities acquisition, Bob created success upon success,” Eisner said. “It’s why he was picked as the Disney CEO, a role that has been his greatest success … What a record!”

Iger‘s first reign ended when he stepped down as CEO in February 2020, then retired from the company 22 months later.

But that leadership handoff proved disastrous, becoming Iger’s biggest blunder — one he has since worked hard to correct.

Bob Iger passed the CEO torch to Bob Chapek in 2020.

(Business Wire)

Former parks chief Bob Chapek stepped into the big role, but he lacked stature, creative chops and support among key executives. He quickly confronted the magnitude of the COVID-19 pandemic, which shuttered Disney’s revenue machines — theme parks, movie theaters and sporting events that anchor ABC and ESPN.

Wall Street soon soured on multibillion-dollar streaming losses by Disney and traditional entertainment firms that were jumping into streaming to compete with Netflix. The company’s stock fell.

Chapek also stumbled into a political feud with Florida’s Republican Gov. Ron DeSantis, who branded Disney as “woke.” The public tussle tarnished the Burbank company’s clean image and undermined its goal of entertaining the masses, no matter their political stripes.

The board beckoned Iger back in November 2022 to quell a revolt by senior Disney executives and allay concerns among investors.

“When I came back three years ago, I had a tremendous amount that needed fixing,” Iger acknowledged during a Monday earnings call with analysts. “But anyone who runs a company also knows that it can’t just be about fixing. It has to be preparing a company for its future.”

Succession immediately became the board’s top priority with Iger then in his early 70s. But Disney’s executive bench had thinned through a series of high-level departures and the company’s expenditures had gotten out of control.

Iger restructured the company, which led to thousands of layoffs, and gave division executives financial oversight to, in Iger’s words, give them “skin in the game.”

His successor, D’Amaro, last spring recalled bringing a 250-page binder to Iger for review upon the chief’s 2022 return to the Team Disney building in Burbank. The book was stuffed with detailed updates for each component of D’Amaro’s enormous parks and experiences division.

The following day, Iger showed up at D’Amaro’s office, binder in hand.

“He pulled out one page,” D’Amaro recounted during an investor conference last year, adding that Iger said: “we have plenty of room to grow this business. We’ve got land in all of our locations around the world,” D’Amaro said. “We’ve got the stories [and] we’ve got the fans.”

That laid the seeds for Disney’s current $60-billion, 10-year investment program to expand theme parks and resorts, cruise lines and open a new venture in Abu Dhabi, United Arab Emirates. D’Amaro was put in charge of the effort, which is designed to cement Disney’s leading position in leisure entertainment. That mandate has become increasingly important to Disney amid the contraction of linear television and cable programming revenue.

Iger’s second stint as CEO wasn’t nearly as fun as the first.

He was dragged into a bitter proxy fight with two billionaire investors, who challenged his strategy, succession plans and Disney’s 2019 purchase of much of Rupert Murdoch’s 21st Century Fox. The move was controversial, with critics lamenting the $71-billion purchase price. Disney reduced its outlay by selling regional sports networks and other assets, but the deal left the company with significant debt just before COVID-19 hit.

The Fox deal gave Disney rights to hundreds of properties, including “Avatar,” “Deadpool” and “The Simpsons.”

Iger vanquished the proxy challenge, and this week, he again defended the Fox purchase, which gave Disney control of streaming service Hulu, National Geographic channels and FX.

“The deal we did for Fox, in many ways, was ahead of its time,” Iger said on the earnings call, noting the lofty bidding war currently underway for Warner Bros. Discovery.

“We knew that we would need more volume in terms of [intellectual property], and we did that deal,” Iger said, pointing to Disney’s deployment of its franchises beyond the big screen into its money-making theme parks. “When you look at the footprint of the business today, it’s never been more broad or more diverse.”

TD Cowen media analyst Doug Creutz still thinks the Fox deal was a dud, saying in a report: “There were plenty of value-destroying media deals before DIS-FOX, so we disagree with their assertion” despite the multiples being offered for Warner.

From left; James Gorman, chairman of the Walt Disney Co. board of directors; Disney Experiences Chairman Josh D’Amaro; Dana Walden, co-chair of Disney Entertainment; and Bob Iger, chief executive of the Walt Disney Co.

(Walt Disney Co.)

Iger is credited with astutely managing Disney’s image and corporate culture.

He was instrumental in resolving Hollywood’s bitter year of labor strife by negotiating truces with the Writers Guild of America and performers’ union, SAG-AFTRA, in 2023.

He has also sought to distance the company from divisive politics, albeit with limited success.

Disney agreed to pay President Trump $16 million to settle a dispute over inaccurate statements that ABC anchor George Stephanopoulos made a month after Trump was reelected. But free speech advocates howled, accusing Disney of bending to Trump.

In September, Iger led the company out of political quicksand amid an uprising of conservatives, including the chairman of the Federal Communications Commission, a Trump appointee, who were riled by comments by ABC late-night comedian Jimmy Kimmel in the wake of activist Charlie Kirk’s killing.

Iger maintains Disney made the decision to return Kimmel to his late-night perch independent of the political pressure from both sides.

Enormous challenges remain for D’Amaro, the incoming CEO.

He and his team, including Chief Creative Officer Dana Walden, must ensure Disney’s movies and TV shows deliver on the company’s commitment to quality, and that its streaming services — Disney+, Hulu and ESPN — rise above the competition.

In recent years, Disney’svaunted animation studios, including Pixar, have struggled to consistently release hits, though it has found success with sequels. Disney Animation’s “Zootopia 2” is now the highest-grossing U.S. animated film of all time, with worldwide box office revenue of more than $1.7 billion, and the 2024 Pixar film “Inside Out 2” hauled in nearly $1.7 billion globally.

The company also must maintain its pricey sports contracts, including with the NFL, to drive ESPN’s success. This week, Disney and the NFL finalized their deal for the league to take a 10% stake in ESPN.

And, as broadcast TV audiences continue to gray, Disney must evaluate the importance of the ABC network, where Iger got his start more than 50 years ago working behind-the-scenes for $150 a week.

Investors also are looking for D’Amaro to lift Disney’s wobbly stock, which has fallen 9% so far this year.

“The stock price doesn’t fairly reflect what [Iger] has done, but … it will,” Gorman said. “And he should get credit for it.”

In a statement Tuesday, D’Amaro expressed gratitude to Disney’s board “for entrusting me with leading a company that means so much to me and millions around the world.”

“I also want to express my gratitude to Bob Iger for his generous mentorship, his friendship, and the profound impact of his leadership,” D’Amaro said.

Times staff writer Samantha Masunaga contributed to this report.