Netflix cofounder Reed Hastings reveals for the first time the unorthodox culture behind one of the world's most innovative, imaginative, and successful companies
There's never before been a company like Netflix. Not only because it has led a revolution in the entertainment industries; or because it generates billions of dollars in annual revenue; or even because it is watched by hundreds of millions of people in nearly 200 countries. When Reed Hastings co-founded Netflix, he developed a set of counterintuitive and radical management principles, defying all tradition and expectation, which would allow the company to reinvent itself over and over on the way to becoming one of the most loved brands in the world.
Rejecting the conventional wisdom under which other companies operate, Reed set new standards, valuing people over process, emphasizing innovation over efficiency, and giving employees context, not controls. At Netflix, adequate performance gets a generous severance and hard work is irrelevant. At Netflix, you don't try to please your boss, you give candid feedback instead. At Netflix, employees never need approval, and the company always pays top of market. When Hastings and his team first devised these principles, the implications were unknown and untested, but over just a short period of time they have led to unprecedented flexibility, speed, and boldness. The culture of freedom and responsibility has allowed the company to constantly grow and change as the world, and its members' needs, have also transformed.
Here for the first time, Hastings and Erin Meyer, bestselling author of The Culture Map and one of the world's most influential business thinkers, dive deep into the controversial philosophies at the heart of the Netflix psyche, which have generated results that are the envy of the business world. Drawing on hundreds of interviews with current and past Netflix employees from around the globe and never-before-told stories of trial and error from his own career, No Rules Rules is the full, fascinating, and untold story of a unique company making its mark on the world.
##開篇拿 Steve Jobs 演講中的 dots 類比 Netflix 企業文化真的十分恰當:每個 dot 都很難獨立存在,它們必須互相依存纔能發揮作用,所有 dots 構成瞭獨一無二的 Netflix。
評分##斷斷續續讀瞭一年纔讀完,這個世界的邏輯已經變瞭三圈兒瞭。candor,candor,candor。
評分##我就純粹好奇買瞭這書,讀瞭25%後發現和我們公司管理製度差不多,個人沒什麼太多感觸。但對於絕大多數的公司或者其管理者,有著窒息的996或者其他非常不人性化的製度, 這絕對是本啓發書。
評分##like a jazz band, together come out the wonderful music
評分##聽到第二章發現這本書的定位是給老闆層次聽的,沒辦法隻能硬著頭皮聽下去瞭。印象最深刻的還是無限年假,頓時覺得我在網飛可以找到心驚膽顫的工作熱情,但是人傢要的是人纔中的人纔,I don't stand a chance????
評分##很美好,部分遙遠,不確定是否存在太多的自我美化。
評分##招最優秀的人,開市場上非常有競爭力的工資, 給員工最大限度的自由和決定權去做創新的事,鼓勵員工互相(包括老闆)給直接真誠的反饋。對於來自不同文化的員工,又tailor 適閤他們文化的給反饋的方式。加上Keeper Test, 真是適閤Type A的公司啊
評分##開篇拿 Steve Jobs 演講中的 dots 類比 Netflix 企業文化真的十分恰當:每個 dot 都很難獨立存在,它們必須互相依存纔能發揮作用,所有 dots 構成瞭獨一無二的 Netflix。
評分##全書用10個點闡述奈飛的文化之本:高人纔密度(理想的工作場所就是有齣色的同事),坦誠(用好意說你真正想說的)和去掉控製。這10點分成三個大章節,一個章節比一個章節遞進。夯實高人纔密度需要付市場上最高的薪酬和持續做留任測試;鞏固坦誠文化需要將公司信息坦誠布公(讓每人讀懂公司利潤錶)和建立反饋的機製(給與和接受反饋的4A機製,在不直接文化的亞洲國傢需要更正式更頻繁的反饋機製);去掉控製可以先從去除假期和差旅審批製度開始,接著形成由前綫的員工作為Informed captain單獨做齣決策,決策的過程需要廣泛farm for dissent,決策失敗瞭要sunshine it;最終整個公司的決策鏈不是一個金字塔,而是一個大樹,老闆作為樹的跟,一層層的管理者和員工作為樹枝,老闆通過榜樣和內容領導。
本站所有內容均為互聯網搜尋引擎提供的公開搜索信息,本站不存儲任何數據與內容,任何內容與數據均與本站無關,如有需要請聯繫相關搜索引擎包括但不限於百度,google,bing,sogou 等
© 2025 book.qciss.net All Rights Reserved. 圖書大百科 版權所有