nsaaqua.blogg.se - No rules rules netflix

Build up talent density by creating a workforce of high performers.

He basically summarized the whole book with a funnel diagram to achieve F&R: Build up talent density Next, Reed shared his learning building Pure Software, where he learnt the lessons so that in his next venture, Netflix, he want to promote flexibility, employee freedom, and innovation, instead of error prevention and rule adherence. Our culture, which focused on achieving top performance with talent density and leading employees with context not control, has allowed us to continually grow and change as the world, and our members’ needs, have likewise morphed around us. We had one thing that Blockbuster did not: a culture that valued people over process, emphasized innovation over efficiency, and had very few controls. The book started with the battle between Netflix vs Blockbuster, Reed Hastings concluded that: There is also 4th section which serves as a case study on how to internationalize F&R with cultural map.

What are the techniques to maximize the principles to reach F & R?.

What are the principles you need to achieve freedom and responsibility in the company?.

The whole book is centered around the philosophy of Freedom and Responsibility, and expanded with 3 sections: Erin did a very good job preparing the questions and scenarios that Reed could help address, there are quite a few challenges, like the “callous penguin problem: is it ethical to let low performers go?” “how to avoid internal competition with such intense focus on performance?”, articulated clearly by Reed. In my opinion, this is definitely one way I’d like to operate my team. It describes the potential concerns and how Netflix deals with them. The ideas in the book are also very practical and self-consistent. The culture described in the book is shockingly appealing to high performers, or people craving for growth. Right after the book is pre-released, I put an order October of 2020 and finally finished reading it. Though on a reflection, the conversation was more a candid conversation than a hiring sale.įrom previous management diary, I shared a story how a director of mine transformed my understanding of feedback and culture. I guess the pitch from that manager was not super appealing compared with the deal I received to stand half a year exploring New York City with most expenses covered (corporate housing, flights, additional subsidies).I don’t really understand the importance of culture in an organization.I rarely watch TV series, not a heavy user of Netflix.I happened to bump into a mobile engineering manager there in a mobile meetup, and we chatted a few times on technology, opportunities and Netflix culture. I got to learn Netflix culture back in 2017 when I was thinking of doing something else. By Reed Hastings and Erin Meyer reading notes