Rita McGrath

And there were kind of two warring camps there. So she kind of let him carve out his own space around printing. So they forged a joint venture with Kodak, which went on for a few years. Perez wanted to buy Kodak. I don't think he got the board to buy into that. And eventually when the CEO rolled up and opened up a Kodak, he took that role.

And there were kind of two warring camps there. So she kind of let him carve out his own space around printing. So they forged a joint venture with Kodak, which went on for a few years. Perez wanted to buy Kodak. I don't think he got the board to buy into that. And eventually when the CEO rolled up and opened up a Kodak, he took that role.

And what he did in that role was he made the, what turned out to be pretty fatal decision to aim the whole company at printing just at that period when screens were getting so good that we didn't need to print. And I don't know this, but my belief and others observing the situation would agree that it was kind of ego-fueled.

And what he did in that role was he made the, what turned out to be pretty fatal decision to aim the whole company at printing just at that period when screens were getting so good that we didn't need to print. And I don't know this, but my belief and others observing the situation would agree that it was kind of ego-fueled.

And what he did in that role was he made the, what turned out to be pretty fatal decision to aim the whole company at printing just at that period when screens were getting so good that we didn't need to print. And I don't know this, but my belief and others observing the situation would agree that it was kind of ego-fueled.

He was going to show the HP board and all the others how wrong they were to not have given him that role and was using Kodak as his vehicle to do that.

He was going to show the HP board and all the others how wrong they were to not have given him that role and was using Kodak as his vehicle to do that.

He was going to show the HP board and all the others how wrong they were to not have given him that role and was using Kodak as his vehicle to do that.

And we see that a lot, you know, that there is a time and a place for a particular strategy to be successful. And when the conditions change, you can't just rinse repeat.

And we see that a lot, you know, that there is a time and a place for a particular strategy to be successful. And when the conditions change, you can't just rinse repeat.

And we see that a lot, you know, that there is a time and a place for a particular strategy to be successful. And when the conditions change, you can't just rinse repeat.

Yes. So Blockbuster is another one of those fascinating stories, because I think we get it wrong. You know, Blockbuster always gets told as, oh, you know, dumb old company, never saw the power of streaming. And that's not actually true. There was a very well-known turnaround, retail turnaround guy called John Antioco, who was put in the CEO role there. And the company was in trouble.

Yes. So Blockbuster is another one of those fascinating stories, because I think we get it wrong. You know, Blockbuster always gets told as, oh, you know, dumb old company, never saw the power of streaming. And that's not actually true. There was a very well-known turnaround, retail turnaround guy called John Antioco, who was put in the CEO role there. And the company was in trouble.

Yes. So Blockbuster is another one of those fascinating stories, because I think we get it wrong. You know, Blockbuster always gets told as, oh, you know, dumb old company, never saw the power of streaming. And that's not actually true. There was a very well-known turnaround, retail turnaround guy called John Antioco, who was put in the CEO role there. And the company was in trouble.

There was a lot of competition. Their margins were getting squeezed. And they had two things that drove customers absolutely crazy. One was the late fees. And the other was that if you had a movie that came out that was really super popular, Blockbuster would only buy, you know, four or five to keep in the store at the time. So the hot new movies you often had to wait for.

There was a lot of competition. Their margins were getting squeezed. And they had two things that drove customers absolutely crazy. One was the late fees. And the other was that if you had a movie that came out that was really super popular, Blockbuster would only buy, you know, four or five to keep in the store at the time. So the hot new movies you often had to wait for.

There was a lot of competition. Their margins were getting squeezed. And they had two things that drove customers absolutely crazy. One was the late fees. And the other was that if you had a movie that came out that was really super popular, Blockbuster would only buy, you know, four or five to keep in the store at the time. So the hot new movies you often had to wait for.

And those were things that were irritating. So Antioco took a look at this and he said, well, what I think we need to do, I think we need to get rid of late fees. I think streaming is a thing. And he actually partnered with Enron, yes, that Enron, to build out a digital infrastructure that would make it possible to do that. But again, we're talking kind of before high-speed broadband.

And those were things that were irritating. So Antioco took a look at this and he said, well, what I think we need to do, I think we need to get rid of late fees. I think streaming is a thing. And he actually partnered with Enron, yes, that Enron, to build out a digital infrastructure that would make it possible to do that. But again, we're talking kind of before high-speed broadband.

And those were things that were irritating. So Antioco took a look at this and he said, well, what I think we need to do, I think we need to get rid of late fees. I think streaming is a thing. And he actually partnered with Enron, yes, that Enron, to build out a digital infrastructure that would make it possible to do that. But again, we're talking kind of before high-speed broadband.