Don't Be the next Blockbuster

When Staying the Course Becomes the Biggest Risk

In 2000, Netflix’s co-founders, Reed Hastings and Marc Randolph walked into Blockbuster’s headquarters with a bold proposal: buy their unprofitable, fledgling DVD-by-mail business for $50 million. Blockbuster's CEO, John Antioco, rejected the offer and reportedly laughed them out of the room.

Netflix was an unproven upstart, still experimenting with its subscription model.

At the time, Blockbuster was at the top of its game. With more than 9,000 stores worldwide and billions in annual revenue, it dominated home entertainment.

Why would the giant change course?

Less than a decade later, Blockbuster filed for bankruptcy. Netflix, meanwhile, pivoted first to streaming and then to original content, reinventing itself into a company that reshaped the way the world consumes entertainment. The story of Blockbuster and Netflix is one of the most famous examples of a missed pivot, but it is far from unique.

The difference between decline and growth isn't luck—it's the willingness and ability to transform. But for established companies, changing course is fraught with risk and resistance.

The Lean Pivot is a playbook for founders, scale-up leaders, and executives navigating the hard realities of shifting direction at scale. It’s for when you know you need to change but aren't sure how.

The book gives you the tools to turn uncertainty into your greatest advantage.

Learn how to diagnose the need for change, choose the right pivot, and lead your team through the upheaval with confidence.

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