What really happened . . .
That's absolutely fascinating.
I've read several accounts of Kodak's demise and not one agree on the root causes but that's really the first time I've read an analysis of Blockbuster's failure that challenges the traditional "disruption" narrative.
There is a tendency to explain organisations' success with simple recipes (often tainted with halo effect). I wonder whether there is a similar tendency to explain failures with simplistic explanations (digital being the favourite one)
I'd love to see a similar analysis about Nokia. The standard narrative is that "they just weren't ready for the iPhone." But that seems far too simplistic, especially since they had very advanced smart phones at the time the iPhone came out, and a huge amount of technology to bring to bear.
Great analysis. It reminds me of the Kodak Fuji story in the idea that the losing protagonist did itself in. The facts were available to all, but bad choices at the crux were the culprits that did the most damage.
A very well-documented and argumented longitudinal analysis. Thinking (to disentangle and then puzzle-solve) and timely acting, not copy-pasting, is the key-resource. I remember the 3 steps of the Kernel, a very illuminating scheme : analysis and puzzle-solving revolve around the search of the Crux. Then, act !Best Regards
So, I guess the best thing BB could have done was to shrink into the niche market for those who would prefer a shopping environment ample of movies related products (cartoons, toys, posters, games, etc.)?