书名：No Rules RulesNetflixandtheCultureofReinvention
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.
Reed Hastings is an entrepreneur who has revolutionized entertainment since co-founding Netflix in 1997, serving as its chairman and CEO since 1999. His first company, Pure Software, was launched in 1991 and acquired just before Netflix was launched. Reed served on the California State Board of Education from 2000 to 2004 and is an active educational philanthropist. He has sat on the board of several educational organizations including Dreambox Learning, KIPP and Pahara. He received a BA from Bowdoin College in 1983 and an MSCS in artificial intelligence from Stanford University in 1988. Between Bowdoin and Stanford, Reed served in the Peace Corps as a volunteer teacher in Southern Africa.
Erin Meyer is the author of The Culture Map: Breaking Through the Invisible Boundaries of Global Business, and a professor at INSEAD, one of the world’s leading international business schools. Her work has appeared in Harvard Business Review, The New York Times, and Forbes.com. In 2019, Erin was selected by the Thinkers50 as one of the fifty most influential business thinkers in the world. She received an MBA from INSEAD in 2004 and she currently lives in Paris, France. In 1994-95 Erin also served in the Peace Corps as a volunteer teacher in Southern Africa. Visit erinmeyer.com for more information.
@ 沙拉勺子 这本书虽然讲的也是一些原则，但是因为实例多，再加上netflix和我们息息相关，总能有一颗八卦的心，所以觉得很顺畅。我没看前面那本。Take away:1.only for creative industries;2. All freedom has price. The responsibility and the stress that comes with it is the price y… @ Lexie Netflix is really awesome!!! But this book is not so practical. @ livc 开篇拿 Steve Jobs 演讲中的 dots 类比 Netflix 企业文化真的十分恰当：每个 dot 都很难独立存在，它们必须互相依存才能发挥作用，所有 dots 构成了独一无二的 Netflix。 @ 姜小白 谈不上讨好人格，但自己算那种conflict-avoidant，因此很佩服Netflix的candor氛围。freedom跟responsibility的确吸引人，培养的那种talent density很有创造力，但keeper test太吓人了，只适合这种顶级靠创造力盈利的企业，其它行业沿用日式的管理方法把员工当螺丝钉用的前提是保证员工6分及格8分优秀只是待遇差别，Netflix这种是要求所有员… @ Grace 前两章后，我开始浏览Netflix的招聘网站，并且还转发给我觉得适合的人。越到后面越觉得不现实，这些经验Netflix自己消化吧，其他企业估计没有几个能学习借鉴的。 @ 阿斯巴甜 羡慕这种chaotic文化，彼此坦诚，随时随地给出建设性的建议，不设限，包括出差和年假，把精英们聚拢在一起，尽最大可能的推崇自由与创新。不知道在奈飞工作的能不能说说真实情况是否果真如此 @ W 《无招胜有招》《奈飞你学不会》？充满活力而又竞争残酷的公司。与上一本《奈飞文化手册》核心内容重合，上一本是HR的角度，这本是创始人的角度。只第一步”只招聘最优秀的人，给予市场最高薪水，并且薪水按照市场行情动态匹配”，99.99%的公司已然做不到。 @ Lexie Netflix is really awesome!!! But this book is not so practical. @ 幸福往南飞呀飞 No 57 of 2020。这本书必须给五星好评。建立一个一个开放工作环境，能够不断让卓越员工创造价值，最大限度的不受约束的做决定，同时还要避免自大自恋接受批评，最终不断促进创新文化，促使企业朝着共同的大方向前进。 @ Jes在修摩托车 Surprising culture, but ALL depends on the telent density.