Netflix vs. Blockbuster Lessons in Organisational Agility from the Age of AI

Chris Perry, Corndel’s Director of Revenue Operations, opened the day by comparing Netflix’s agility and Blockbuster’s collapse, noting, “The lessons are more relevant today than ever.” He then prompted attendees to reflect on their relationship with emerging technology: “Who here regularly uses AI tools as part of their job?” and “Who feels more nervous than excited about the future of work with AI?” Hands rose at different times, reflecting varying levels of readiness and uncertainty from business leaders.

This poll resonated with attendees, especially when they were reminded of PwC’s CEO survey, which revealed that 45% of CEOs fear their companies won’t survive the next decade without significant adaptation. Even more striking, many CEOs believe the next three years will bring more change than the last five years—a staggering thought that highlights the urgent need for organisations to embrace the transformation that is already happening.

1. Leadership commitment: Leadership buy-in is the cornerstone of any successful transformation. Rowles emphasised, “You can’t delegate transformation to a Chief Technology Officer (CTO) and expect magic to happen. Leaders must be the figureheads of transformation.” Without visible, active support from leadership, digital initiatives are likely to fail. Leadership’s commitment must go beyond lip service, involving clear communication and dedicated resources to drive change throughout the organisation.

2. Clear digital strategy vision: Organisations must ensure that their digital efforts align with overall business goals, enabling flexibility to adjust course as new opportunities and challenges arise. Rowles used a powerful analogy: “Your strategy must be able to shift as needed—like a train switching tracks.” Many attendees in the room agreed that their current strategies were too rigid to adapt quickly to changes. As one participant noted, “We know what the strategy is, but we don’t know how every single thing we’re doing is building towards that bigger picture.”

3. Digital skills development and learning culture: Organisations rated their digital skills development with an average score of 4.8/10 Rowles stressed that upskilling is crucial: “A culture of learning is not a luxury—it’s a necessity.” He urged leaders to foster an environment where employees feel empowered, adding, “When CEOs were asked about their biggest concerns, many highlighted the skills gap within their organisations.” The need for continuous digital skills development has never been more urgent. 

“Budget cuts, the first thing that always goes: training. The worst possible thing to cut. A culture of continuous learning is essential to stay competitive,” Rowles said. Many organisations scored poorly in this area despite recognising its importance. Rowles urged leaders to ensure that learning is baked into their organisational culture, noting, “If we are not investing in our people, if we are not building skills, we will get out-competed. You need to be constantly upskilling and reskilling to keep pace with the rapid technological advancements.”

4. Agility and flexibility: Organisational agility is a central theme in today’s fast-paced business landscape. Rowles warned, “In a world where change is the only constant, you must be flexible, or you’ll be left behind.” Companies must develop the ability to pivot quickly and respond to market demands or disruptive technologies. Agility was a core theme of the day, with organisations who scored well in this area demonstrating an ability to adapt quickly.

5. Data-driven decision making: One of Rowles’ key points was the importance of using data effectively: “You’ve got tons of data—now, what are you doing with it?” Many organisations collect vast amounts of data but struggle to translate it into actionable insights. Rowles encouraged leaders to “apply AI and data intelligently,” using it to inform decision-making, optimise processes, and enhance outcomes. He shared that organisations investing in data-driven strategies are more likely to stay ahead in the market.

6. Cross-department collaboration: Rowles pointed out that “digital transformation is not a one-team show.” He highlighted the importance of cross-departmental collaboration, stating, “Breaking down silos and encouraging teams to work together is essential for a successful digital transformation.” Those organisations that scored well in agility also fostered collaboration between departments, ensuring that digital initiatives were integrated smoothly.

Rowles concluded his session with a powerful reminder: “It doesn’t matter where your organisation starts on this journey. What matters is that you start moving—small, continuous progress will compound over time, allowing you to build the agility necessary to thrive.” Successful digital transformation depends on integrating strategic human and technical expertise at every level of an organisation.

The afternoon session, led by Jina Melnyk, Managing Director of Custom Solutions at Corndel, focused on how businesses can foster agility by investing in skills development. Melnyk echoed earlier sentiments about the importance of leadership buy-in, stressing that any attempt at transformation will falter without it. She focused on helping leaders understand that agility isn’t just about adopting AI or digital tools but about creating an environment where learning and innovation are embedded in the company’s DNA.

Discussions turned practical with hands-on exercises that assessed organisations’ skills gaps. Leaders were encouraged to step back and examine whether their teams could manage the pace of change. The consensus? A culture of continuous learning and stakeholder management is vital to navigating the future.