It was unclear whether Blockbuster should focus
on its physical stores or its digital offerings, and
it struggled to make the right decisions in a
timely manner. This ambiguity left it vulnerable
to disruption from competitors like Netflix,
which were able to capitalize on the changing
market conditions more effectively.
Ambiguity
BLOCKBUSTER
Complexity
Blockbuster was faced with the challenge of
developing a digital platform that could compete
with Netflix and other streaming services.   This
requires a complex set of business and technology
decisions, as the company must decide which
technologies to invest in, how to structure its
online services, and how to market them
effectively.
COMPANY WENT BANKRUPT BECAUSE IT FAILED TO ADAPT TO THE VUCA ENVINRONMENT
The rise of the internet and the increasing availability
of broadband connections in the early 2000s 
=> Consumers began to shift away from physical
media and toward digital downloads and streaming
services 
=> Blockbuster failed to adapt quickly to these
changes and was slow to develop its own digital
offerings
Volatility
Uncertainty
The video rental industry began to shift => difficult to
predict how consumers would respond and Blockbuster
was uncertain about how best to respond to these
changes.
Netflix launched its online service in 2007 =>
Blockbuster was slow to react: In September 2011, it was
announced that Blockbuster and Dish Network would
launch a new service called Blockbuster Movie Pass that
would compete with Netflix.