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CHANGE, GROWTH & DISRUPTION
inspired by the famous NETFLIX’s Manifesto
“FREEDOM and RESPONSABILITY CULTURE”
Alessio Cuccu
Innovation consultant
REFERENCES
FACT SHEET
TIMELINE
VALUE CHAIN
LIFE CYCLES
SVOD
CULTURE
REFERENCES: HR & ORGANIZATION
NETFLIX used OPEN
INNOVATION for sharing risk
of complex problems solving
2008 is the year when NETFLIX
built its own BLUE OCEAN by
adopting video streaming.
In the following years this Ocean
started to attract the first
competitor players
(Amazon Video, Hulu)
NETFLIX is a great player in doing
MVP, ReStartup and Pivoting
REFERENCES: BUSINESS
NETFLIX the only one from the
FAANG with no scandal issues
By adopting a digital based
platform NETFLIX is able to offer
a wide choice of films selling
and renting few time of
thousand titles (Long Tail) VS
selling and renting many times
less titles (Blockbuster)
In 2011 when the new brand
“QWICKSTER” was created
NETFLIX experienced dirtectly
losing about 1 milions of
subscribers what is called the
Innovator’s Dilemma. Streaming
video is the real good
technology to adopt because is
going to “Disrupt” every
businesses related to the old
VHS/CD/DVD rent
REFERENCES: BUSINESS
BOOKSTORES
(SALES)
BOOK
PUBLISHERS
LIBRARIES
(RENT)
INTERNET
DISTRIBUTION
(SALES)
(1994)
(1873)
BOOKS VALUE CHAIN in the ‘90s
Digital model
unlimited space
Selling/renting few times an
unlimeted number of titles
LONG TAIL
(Website)
Retail model
limited space
Selling/renting many times
a limited number of titles
(Videostore)
FILM VALUE CHAIN in the ‘90s
CINEMAS
FILM STUDIO
PRODUCERS
VIDEOSTORES
(SALE & RENT)
TELEVISION STREAMING
(INTERNET)
(1997)(b.1985-d. 2013) (2005)
COMPANY LIFE CYCLES: BLOCKBUSTER vs NETFLIX
BIRTH
(VHS rent)
Brick & Mortar
(1985)
TRADITIONAL RETAIL DVD rent
START-UP DVD ONLINE rent
RE-STURTUP (Streaming) & DISRUPTION
GROWTH
(VHS rent)
B&M
(‘90s)
MATURITY
(VHS & DVD rent B&M)
BIRTH
(online DVD rent)
(1997)
DECLINE
(VHS & DVD rent B&M)
GROWTH
(online DVD rent)
(2000- 2008)
MATURITY’
(online DVD rent)
BIRTH
(streaming film)
(2008)
DECLINE
(online DVD rent)
GROWTH
(streaming film)
(2008-2012)
START-UP
RE-START-UP
MATURITY’
(streaming film)
BIRTH
(NETFLIX original
production)
(2013)
FOUR EPISODES
START-UP
RE-START-UP
1. PROFIT MODEL CHANGE
from PAY per RENT to
MONTHLY SUBSCRIPTION
(1999)
2.BLOCKBUSTER refused to
acquire NETFLIX for 50 mil $
(2000)
3. QWIKSTER REJECTION
Failure to split the two businesses
DVD rent (Qwikster)
STREAMING (Netflix)
(2011)
1
32
4. BLOCKBUSTER’s
Bankruptcy
(2013)
4
Amazon Prime
Subscription model for
Books expedition
(2005)
TRADITIONAL RETAIL DVD rent
START-UP DVD ONLINE rent
RE-STURTUP (Streaming) & DISRUPTION
After “2013
START-UP
RE-START-UP
1
32
4
TRADITIONAL RETAIL DVD rent
START-UP DVD ONLINE rent
RE-STURTUP (Streaming) & DISRUPTION
1. PROFIT MODEL CHANGE
from PAY per RENT to
MONTHLY SUBSCRIPTION
(1999)
2.BLOCKBUSTER refused to
acquire NETFLIX for 50 mil $
(2000)
3. QWIKSTER REJECTION
Failure to split the two businesses
DVD rent (Qwikster)
STREAMING (Netflix)
(2011)
4. BLOCKBUSTER’s
Bankruptcy
(2013)
Amazon Prime
Subscription model for
Books expedition
(2005)
EXTEND
&
ADAPT
U.S.
CANADA+LATAM
EUROPE
WORLD
ADAPT: Market development strategy
EXTEND: Product development strategy
“We should’t consider the new film producers as
Netflix and Amazon – said Biennale Cinema
Director Alberto Barbera
“Today most of the cinema d’essay productions
are designed by them. It is not up to us to decide
whether the distribution policy of a private
entrepreneur is right or wrong ".
VENICE BIENNALE 2018 - AND THE WINNER IS … NETFLIX
THE NEW VALUE CHAIN today
CINEMAS VIDEOSTORES
(SALE & RENT)
TELEVISION STREAMING
(INTERNET)
FILM STUDIO
PRODUCERS
X
ARE CINEMAS THE NEXT DISRUPTION?
CINEMAS VIDEOSTORES
(SALE & RENT)
TELEVISION STREAMING
(INTERNET)
FILM STUDIO
PRODUCERS
X
VALUE
SUBSCRIPTION
CASH
USER
EXPERIENCE
CONTENT
DISTRIBUTION
CONTENT
SVOD (SUBSCRIPTION VIDEO ON DEMAND)
VALUE
SUBSCRIPTION
CASH
USER
EXPERIENCE
CONTENT
DISTRIBUTION
CONTENT
COSTS & REVENUES
REVENUES
COSTS
VALUE
SUBSCRIPTION
CASH
USER
EXPERIENCE
CONTENTS
DISTRIBUTION
CONTENTS
NETFLIX’s VALUE: FOUR PILLARS
4. EMPLOYEES
3. INVESTORS1. CUSTOMERS
2. SUPPLIERS
4 PILLARS
“We promise our customers stellar service, our suppliers a valuable
partner, our investors the prospects of sustained profitable growth,
and our employees the allure of huge impact.”
Reed Hasting – CEO & Founder Netflix
FOUR PILLARS CONTRIBUTES
VALUE
SUBSCRIPTION
CASH
USER
EXPERIENCE
CONTENTS
DISTRIBUTION
CONTENTS
EMPLOYEES
INVESTORSCUSTOMERS
SUPPLIERS
NETFLIX DATA
VALUE
SUBSCRIPTION
CASH
USER
EXPERIENCE
CONTENTS
DISTRIBUTION
CONTENTS GEO
EXPANSION
CUSTOMER
ACQUISITION
DATA
WEBSITE
SUPPLY
MRKT & SALES
ALGORITHM
PRODUCERS
LICENCE
NEW
PRODUCTIONS
NETFLIX DATA, RESOURCES and ACTIVITIES
VALUE
SUBSCRIPTION
CASH
USER
EXPERIENCE
CONTENTS
DISTRIBUTION
CONTENTS
EMPLOYEES
INVESTORSCUSTOMERS
SUPPLIERS
GEO ESPANSION
CUSTOMER
ACQUISITION
DATA
MRKT & SALES
SUPPLY
POSTAL
SERVICE
CLOUD
STREAMING
FREE TRIAL
FREE
UNSUBSCRIPTION
WEBSITE
DVD
CUSTOMIZATION
NETFLIX’s CULTURE in 7 POINTS
1. VALUES ARE WHAT WE VALUE
2. HIGH PERFORMANCE
3. FREEDOM & RESPONSABILITY
4. CONTEXT, not CONTROL
5. HIGHLY ALIGNED, LOOSELY COUPLED
6. PAY TOP OF MARKET
7. PROMOTIONS & DEVELOPMENT
This document has been published in 2009 on SLIDESHARE on the public
profile of REED HASTING, NETFLIX’s CEO, President and Co-Founder
COMPANY VALUES are not the statements displayed in the lobby
The COMPANY VALUES are not nice-sounding words to be shown
The actual COMPANY VALUES are shown by WHO gets
REWARDED
PROMOTED
or
LET GO
Actual COMPANY VALUES are
the BEHAVIOURS and the SKILLS
that are valued in fellow employees
1. VALUES
1. JUDGMENT
2. COMMUNICATION
3. CURIOSITY
4. COURAGE
5. PASSION
6. SELFLESSNESS
7. INNOVATION
8. INCLUSION
9. INTEGRITY
10. IMPACT
At NETFLIX we hire and promote people who
demonstrate these ten behaviors and skills
1. VALUES
WHY ARE WE SO INSISTENT
ON HIGH PERFORMANCE
In “procedural” work, the best are 2x better
than the averageella media
In “creative/inventive/innovative” work,
the best are 10x better than the average
2. HIGH PERFORMANCE
We are a PRO TEAM, NOT a FAMILY
LOYALTY is good, but unlimited loyalty to a shrinking firm
or to an ineffective employee, is not what we are about
HARD WORK is not RELEVANT
“BRILLIANT JERKS”
(SOME COMPANIES TOLERATE THEM)
for NETFLIX
Cost to effective TEAMWORK is too high
2. HIGH PERFORMANCE
Company growth increases complexity
If Complexity is not managed by talents tends to become chaos.
Processes and procedures emerge to stop the chaos by reducing errors, minimizing thinking and
prioritizing action (follow the procedure), enhancing efficiency (in the today market)
Finally, efficiency has trumped flexibility
And when MARKET SHIFTS the company is unable to adapt quickly
3. FREEDOM & RESPONSABILITY
THREE BAD OPTIONS
A. STAY CREATIVE by STAYING SMALL and with no impact
(the complexity is very low and easy manageable)
B. AVOID RULES and PROCESSES as you GROW
(and SUFFER CHAOS)
C. USE PROCESSES and PROCEDURES as you GROW
(drive efficient execution of current model, but cripple creativity, flexibility, and ability to thrive when your market
eventually changes)
FOURTH OPTION: the NETFLIX option
AVOIDING CHAOS as you GROW with ever more
HIGH PERFORMANCE PEOPLE and not with RULE
3. FREEDOM & RESPONSABILITY
GOOD vs BAD process
GOOD PROCESS HELPS HIGH PERFORMANCE PEOPLE
GET MORE DONE
Letting others know when you are updating code
Regularly scheduled strategy and context meeting
BAD PROCESS TRIES TO PREVENT
RECOVERABLE MISTAKES
Multi-level approval process for projects
Permission needed to hang a poster on a wall
Get 10 people to interview each candidate
3. FREEDOM & RESPONSABILITY
EXAMPLE
NETFLIX policy for expensing, entertainment, gifts & travels
“ACT in NETFLIX’s BEST INTEREST”
3. FREEDOM & RESPONSABILITY
AS WE GROW, MINIMIZE RULES
__________________________________
INHIBIT CHAOS WITH EVER MORE
HIGH PERFORMANCE PEOPLE
_______________________________________
FLEXIBILITY is more IMPORTANT than EFFICIENCY
in the LONG TERM
__________________________________________
3. FREEDOM & RESPONSABILITY
“CONTEXT, not CONTROL”: 3 TOPICS
1. When one of your talented people does something dumb,
DON’T BLAME THEM
Instead ask yourself what context you failed to set
2. When you are tempted to “CONTROL” your people, ask yourself
what context you could set instead
Are you articulate and inspiring enough about goals and strategies?
3. Why managing though CONTEXT?
Because HIGH PERFORMANCE PEOPLE
will do better work if they understand the context
4. CONTEXT, not CONTROL
EXCEPTIONS
WHEN CONTROL SHOULD BE USED
1. in EMERGENCY time:
no-time to take long-term capacity building view
2. during the LEARNING PATH:
control can be important when someone is still learning their area.
Takes time to pick up the necessary context
3. when THE WRONG PERSON occupies a role:
control is necessary but temporarily, no doubt
4. CONTEXT, not CONTROL
THREE MODELS OF CORPORATE TEAMWORK
1. TIGHTLY COUPLED MONOLITH
Senior management reviews nearly all tactics
Lots of x-development buy-in meetings
Mavericks get exhausted trying to innovate
Highly coordinated through centralization, but very slow,
and slowness increase with size
2. INDEPENDENT SILOS
Each group executes on their objectives with little coordination
E veryone does her own thing
Work that requires coordination suffers
Alienation and suspicion between departments
Only work well when areas are indipendent
3. HIGLY ALIGNED, LOOSELY COUPLED
NETFLIX CHOICE
5. HIGHLY ALIGNED, LOOSELY COUPLED
HIGLY ALIGNED
- Strategy and goals are clear, specific and broadly understood
- Team interaction focus on strategy and goals, rather than tactics
- Requires large investment in management time to be
transparent and articulate and perceptive
LOOSELY COUPLED
- Minimal cross-functional meetings except to get aligned on goals and strategy
- Trust between groups on tacticts without previewing/approving each one
so group can move fast
- Leaders reaching out proactively for ad-hoc coordination
and perspective as appropriate
- Occasional post-mortem on tactics necessary to increase alignment
5. HIGHLY ALIGNED, LOOSELY COUPLED
BIG SALARY
Is the most efficient form of compensation
- Most motivating for any given expense level
- No bonuses
- Instead, put all that expense in big salaries, and give people freedom to spend their salaries
as they think best
Employees are free to leave NETFLIX when they want with no fee,
but most of them choose to stay
People stay in NETFLIX because are passionate about their job and their salaries are good.
They don’t stay because they have to wait
for future bonuses or benefits
6. PAY TOP OF MARKET
NO RANKING AGAINST OTHER EMPLOYEES
We avoid “TOP 30%” and “BOTTOM 10%” rankings amongst employees
We don’t want employees to feel competitive with each other
We want all our employees to be “TOP 10%”
relative to the pool of global candidates
We want employees to HELP EACH OTHER, and THEY DO
6. PAY TOP OF MARKET
PROMOTIONS
3 NECESSARY CONDITIONS
1. JOB HAS TO BE BIG ENOUGH
If an incredible manager left,
we would replace with a manager, not with a director
2. PERSON HAS TO BE A SUPERSTAR IN CURRENT ROLE
3. PERSON IS AN EXTRAORDINARY ROLE MODEL OF OUR
CULTURE AND VALUES
7. PROMOTIONS & DEVELOPMENT
DEVELOPMENT
NO CAREER PLANNING
Formalized development is rarely effective, and we don’t try to do it
We develop people by giving them the opportunity to develop themselves, by
surrounding them with stunning colleagues and
giving them big challenges to work on
Mediocre colleagues or unchallenging works
is what kills the progress of a person’s skills
High performance people are generally self-improving through
experience, observation, introspection, reading, and discussion.
Working on BIG CHALLENGE
We all try HELP each other grow
We are VERY HONEST with each other
7. PROMOTIONS & DEVELOPMENT
BEST PRACTICE NUMBER 1
GOVERNANCE by WALKING ABOUT
STAFF MEETING (R-STAFF)
Monthly meetings of the top seven leaders. One board member attends
EXECUTIVE STAFF MEETING (E-STAFF)
Quarterly meetings of the top 90 executives. One or two board members attend
BUSINESS REVIEW QUADRIMESTRALI (QBR)
Two-day gatherings of the top 500 employees. Between two and four board members attend
“an efficient way for the board to understand the company better”
Reed Hasting – CEO NETFLIX
BOARD MEETINGS BEST PRACTICES
SOURCE: https://hbr.org/2018/05/how-netflix-redesigned-board-meetings
BEST PRACTICE NUMBER 2
“BOARD MEMOS”
30-page online memos in narrative form that include
- links to supporting analysis
- open access to all data and information on the company’s internal shared systems
- the ability for directors to ask clarifying questions of the subject authors
This quarterly memo is written by and shared with the top 90 executives as well as the
board.
Meetings are only three to four hours in length (compared to all day or multiple days at
many large corporations).
Senior executives attend board meetings and answer questions if needed.
BOARD MEETINGS BEST PRACTICES
SOURCE: https://hbr.org/2018/05/how-netflix-redesigned-board-meetings
Netflix Culture emphasize:
- Individual initiative
- Sharing of information
- More focused on goals achievement than on processes
(FACT DRIVEN Company vs DATA DRIVEN Company)
“It’s hard to imagine we could have done it without the intimate knowledge of the
operations and the people”
“A lot of CEOs like the notion of transparency. The difference is that Reed has decided to
put mechanisms in place… that actually maket it happen”
SOURCE: https://hbr.org/2018/05/how-netflix-redesigned-board-meetings
NETFLIX CULTURE
FACTSHEET
FACTSHEET
FACTSHEET
FACTSHEET
FACTSHEET
FACTSHEET
FACTSHEET
FACTSHEET
FACTSHEET
FACTSHEET
TIMELINE
BOOKS
1. POWERFUL: Building a Culture of Freedom and Responsibility – Patty McCord - 2018
2. EXPONENTIAL ORGANIZATION: Why new organizations are ten times better, faster, and cheaper … - Salim Ismail - 2015
3. LEAN STARTUP: How Constant Innovation Creates Radically Successful Businesses – Eric Ries - 2011
4. BLUE OCEAN STRATEGY - Chan Kim e Renée Mauborgne - 2005
5. THE LONG TAIL: Why the Future of Business Is Selling Less of More – Chris Anderson - 2006
6. THE INNOVATOR’s DILEMMA: When New Technologies Cause Great Firms to Fail - Clayton Christensen – 1995
MAGAZINES
The Economist – July 2018
SOURCES
WEBSITES
HISTORY
http://www.planetnews.info/netflix-an-exceptional-success-story/
https://it.wikipedia.org/wiki/Netflix
https://www.britannica.com/topic/Netflix-Inc
http://uk.businessinsider.com/reed-hastings-netflix-bio-2015-8
https://qz.com/1062888/netflix-was-founded-20-years-ago-today-because-reed-hastings-was-late-a-returning-video/
https://www.scribd.com/document/256769156/Netflix-History
HR ORGANIZATION
https://hbr.org/2018/05/how-netflix-redesigned-board-meetingsutm_medium=social&utm_source=twitter&utm_campaign=hbr
https://jobs.netflix.com/culture
https://www.thebalancesmb.com/tech-companies-mission-statements-4068549
https://netflixcompanyprofile.weebly.com/
QWIKSTER
https://www.huffingtonpost.co.uk/entry/qwikster-dead-netflix-kills_n_1003098?guccounter=1
https://www.forbes.com/sites/frederickallen/2012/07/13/how-netflix-almost-destroyed-itself/#f3f322fe479d
https://qz.com/1245107/as-netflix-turns-20-lets-revisit-its-biggest-blunder/
DISRUPTION (BLOCKBUSTER)
https://www.topaccountingdegrees.org/netflix-vs-blockbuster/
https://www.drift.com/blog/netflix-vs-blockbuster/
http://www.chiefinnovator.com/business-model-innovation-structure-methods/blockbuster-busted-part-2-business-model-analysis
DISRUPTION new competitor (hulu, amazon)
https://www.theatlantic.com/technology/archive/2014/01/how-netflix-reverse-engineered-hollywood/
282679/
http://www.informediation.com/blog/2015/05/06/the-netflix-quantum-theory-explained/
https://www.theverge.com/2018/4/11/17225898/netflix-cannes-film-festival-competition-ban-
streaming-services
https://www.theguardian.com/film/2018/apr/21/netflix-vs-cannes-2018-culture-clash
https://www.digitaltrends.com/home-theater/best-on-demand-streaming-services/
https://media.netflix.com/en/press-releases/comcast-and-netflix-expand-partnership-following-
successful-xfinity-x1-integration
https://www.polygon.com/2018/2/7/16982030/disney-leaving-netflix-marvel-lucasfilm-pixar-
streaming-rights
http://www.dailymail.co.uk/tvshowbiz/article-6044125/Disney-start-purging-movies-Netflix-including-
Pixar-Marvel.html
STOCK PRICE
https://www.fool.com/investing/2018/06/08/these-3-stocks-are-up-over-500-in-the-last-5-years.aspx
https://ftalphaville.ft.com/2018/07/17/1531829447000/The-Netflix-dilemma/
https://blogs.wsj.com/moneybeat/2018/01/22/netflix-earnings-in-5-charts-2/
https://wolfstreet.com/2018/01/22/junk-rated-netflix-expects-tax-loss-will-burn-3-4-bn-in-2018-after-
burning-2-bn-in-2017-debt-piles-up/
https://www.marketwatch.com/story/15-years-after-ipo-netflix-has-changed-drasticallyand-is-worth-
nearly-22000-more-2017-05-23
ROUNDS
https://www.ncrypted.net/blog/netflix-business-model-everything-you-need-to-know-about-how-
netflix-works-revenue-analysis/
FLYWHEEL
https://www.jimcollins.com/concepts/the-flywheel.html
https://ftalphaville.ft.com/2018/07/17/1531829447000/The-Netflix-dilemma/
https://medium.com/@jessholbrook/why-flywheels-are-better-than-everything-else-you-are-
supposed-to-need-87b2f07554c4
https://medium.com/@easystreetfinance/business-model-101-netflix-their-content-advantage-
251a4729aa7e
STREAMING TRAFFIC
https://forums.appleinsider.com/discussion/157517/netflix-accounts-for-1-3-of-nightly-home-internet-
traffic-apples-itunes-takes-2
https://www.statista.com/chart/9799/netflix-vs-cable-pay-tv-subscribers/
BUSINESS MODEL E STRATEGY CANVAS
https://www.slideshare.net/RemusToma86/business-models-14982050
https://www.slideshare.net/JoostVerbakel/netflix-12852806
http://robertdaigle.com/wp-content/uploads/2014/01/
BowenDaigleDionValentine_NetflixCaseStudy.pdf
https://www.business2community.com/business-innovation/breaking-netflix-business-
model-history-future-vod-giant-01582436
https://www-feedough-com.cdn.ampproject.org/v/s/www.feedough.com/how-does-
netflix-make-money/amp/?amp_js_v=0.1&usqp=mq331AQGCAEoATgA#origin=https
%3A%2F
%2Fwww.google.it&prerenderSize=1&visibilityState=prerender&paddingTop=54&p2r
=0&horizontalScrolling=0&csi=1&aoh=15341603696121&viewerUrl=https%3A%2F
%2Fwww.google.it%2Famp%2Fs%2Fwww.feedough.com%2Fhow-does-netflix-make-
money%2Famp%2F&history=1&storage=1&cid=1&cap=swipe%2CnavigateTo%2Ccid
%2Cfragment%2CreplaceUrl
https://www.feedough.com/how-does-netflix-make-money/
GEOEXPANSION
http://cineguru.screenweek.it/2016/01/netflixeverywhere-vr-e-tutte-le-tecnologie-che-
influenzeranno-il-mondo-del-cinema-14048/
https://www.statista.com/chart/8995/netflix-international-streaming-profit/
https://mashable.com/2007/05/30/youtube-bans/?europe=true#szaSe9WVVkqa
https://en.wikipedia.org/wiki/International_expansion_of_Netflix
DVD RENTAL e STREAMING
https://www.cnbc.com/2018/01/23/netflix-dvd-business-still-alive-what-is-it-like-to-
work-there.html
DATA - CUSTOMERS SURVEY/USER EXPERIENCE
https://www.hallofseries.com/netflix/netflix-serie-tv-piattaforma/
https://www.tecnoandroid.it/2018/07/10/perche-netflix-sta-vietando-agli-utenti-di-
inserire-recensioni-376622
https://altadefinizione.hdblog.it/2018/07/06/netflix-rimuove-recensioni-online-
agosto/
SOURCES
CHANGE, GROWTH & DISRUPTION
inspired by the famous NETFLIX’s Manifesto
“FREEDOM and RESPONSABILITY CULTURE”
Alessio Cuccu
Innovation consultant

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CHANGE, GROWTH, DISRUPTION: find inspiration from the Netflix way

  • 1. CHANGE, GROWTH & DISRUPTION inspired by the famous NETFLIX’s Manifesto “FREEDOM and RESPONSABILITY CULTURE” Alessio Cuccu Innovation consultant
  • 3. REFERENCES: HR & ORGANIZATION
  • 4. NETFLIX used OPEN INNOVATION for sharing risk of complex problems solving 2008 is the year when NETFLIX built its own BLUE OCEAN by adopting video streaming. In the following years this Ocean started to attract the first competitor players (Amazon Video, Hulu) NETFLIX is a great player in doing MVP, ReStartup and Pivoting REFERENCES: BUSINESS NETFLIX the only one from the FAANG with no scandal issues
  • 5. By adopting a digital based platform NETFLIX is able to offer a wide choice of films selling and renting few time of thousand titles (Long Tail) VS selling and renting many times less titles (Blockbuster) In 2011 when the new brand “QWICKSTER” was created NETFLIX experienced dirtectly losing about 1 milions of subscribers what is called the Innovator’s Dilemma. Streaming video is the real good technology to adopt because is going to “Disrupt” every businesses related to the old VHS/CD/DVD rent REFERENCES: BUSINESS
  • 7. Digital model unlimited space Selling/renting few times an unlimeted number of titles LONG TAIL (Website) Retail model limited space Selling/renting many times a limited number of titles (Videostore) FILM VALUE CHAIN in the ‘90s CINEMAS FILM STUDIO PRODUCERS VIDEOSTORES (SALE & RENT) TELEVISION STREAMING (INTERNET) (1997)(b.1985-d. 2013) (2005)
  • 8. COMPANY LIFE CYCLES: BLOCKBUSTER vs NETFLIX BIRTH (VHS rent) Brick & Mortar (1985) TRADITIONAL RETAIL DVD rent START-UP DVD ONLINE rent RE-STURTUP (Streaming) & DISRUPTION GROWTH (VHS rent) B&M (‘90s) MATURITY (VHS & DVD rent B&M) BIRTH (online DVD rent) (1997) DECLINE (VHS & DVD rent B&M) GROWTH (online DVD rent) (2000- 2008) MATURITY’ (online DVD rent) BIRTH (streaming film) (2008) DECLINE (online DVD rent) GROWTH (streaming film) (2008-2012) START-UP RE-START-UP MATURITY’ (streaming film) BIRTH (NETFLIX original production) (2013)
  • 9. FOUR EPISODES START-UP RE-START-UP 1. PROFIT MODEL CHANGE from PAY per RENT to MONTHLY SUBSCRIPTION (1999) 2.BLOCKBUSTER refused to acquire NETFLIX for 50 mil $ (2000) 3. QWIKSTER REJECTION Failure to split the two businesses DVD rent (Qwikster) STREAMING (Netflix) (2011) 1 32 4. BLOCKBUSTER’s Bankruptcy (2013) 4 Amazon Prime Subscription model for Books expedition (2005) TRADITIONAL RETAIL DVD rent START-UP DVD ONLINE rent RE-STURTUP (Streaming) & DISRUPTION
  • 10. After “2013 START-UP RE-START-UP 1 32 4 TRADITIONAL RETAIL DVD rent START-UP DVD ONLINE rent RE-STURTUP (Streaming) & DISRUPTION 1. PROFIT MODEL CHANGE from PAY per RENT to MONTHLY SUBSCRIPTION (1999) 2.BLOCKBUSTER refused to acquire NETFLIX for 50 mil $ (2000) 3. QWIKSTER REJECTION Failure to split the two businesses DVD rent (Qwikster) STREAMING (Netflix) (2011) 4. BLOCKBUSTER’s Bankruptcy (2013) Amazon Prime Subscription model for Books expedition (2005) EXTEND & ADAPT
  • 13. “We should’t consider the new film producers as Netflix and Amazon – said Biennale Cinema Director Alberto Barbera “Today most of the cinema d’essay productions are designed by them. It is not up to us to decide whether the distribution policy of a private entrepreneur is right or wrong ". VENICE BIENNALE 2018 - AND THE WINNER IS … NETFLIX
  • 14. THE NEW VALUE CHAIN today CINEMAS VIDEOSTORES (SALE & RENT) TELEVISION STREAMING (INTERNET) FILM STUDIO PRODUCERS X
  • 15. ARE CINEMAS THE NEXT DISRUPTION? CINEMAS VIDEOSTORES (SALE & RENT) TELEVISION STREAMING (INTERNET) FILM STUDIO PRODUCERS X
  • 18. VALUE SUBSCRIPTION CASH USER EXPERIENCE CONTENTS DISTRIBUTION CONTENTS NETFLIX’s VALUE: FOUR PILLARS 4. EMPLOYEES 3. INVESTORS1. CUSTOMERS 2. SUPPLIERS 4 PILLARS “We promise our customers stellar service, our suppliers a valuable partner, our investors the prospects of sustained profitable growth, and our employees the allure of huge impact.” Reed Hasting – CEO & Founder Netflix
  • 21. NETFLIX DATA, RESOURCES and ACTIVITIES VALUE SUBSCRIPTION CASH USER EXPERIENCE CONTENTS DISTRIBUTION CONTENTS EMPLOYEES INVESTORSCUSTOMERS SUPPLIERS GEO ESPANSION CUSTOMER ACQUISITION DATA MRKT & SALES SUPPLY POSTAL SERVICE CLOUD STREAMING FREE TRIAL FREE UNSUBSCRIPTION WEBSITE DVD CUSTOMIZATION
  • 22. NETFLIX’s CULTURE in 7 POINTS 1. VALUES ARE WHAT WE VALUE 2. HIGH PERFORMANCE 3. FREEDOM & RESPONSABILITY 4. CONTEXT, not CONTROL 5. HIGHLY ALIGNED, LOOSELY COUPLED 6. PAY TOP OF MARKET 7. PROMOTIONS & DEVELOPMENT This document has been published in 2009 on SLIDESHARE on the public profile of REED HASTING, NETFLIX’s CEO, President and Co-Founder
  • 23. COMPANY VALUES are not the statements displayed in the lobby The COMPANY VALUES are not nice-sounding words to be shown The actual COMPANY VALUES are shown by WHO gets REWARDED PROMOTED or LET GO Actual COMPANY VALUES are the BEHAVIOURS and the SKILLS that are valued in fellow employees 1. VALUES
  • 24. 1. JUDGMENT 2. COMMUNICATION 3. CURIOSITY 4. COURAGE 5. PASSION 6. SELFLESSNESS 7. INNOVATION 8. INCLUSION 9. INTEGRITY 10. IMPACT At NETFLIX we hire and promote people who demonstrate these ten behaviors and skills 1. VALUES
  • 25. WHY ARE WE SO INSISTENT ON HIGH PERFORMANCE In “procedural” work, the best are 2x better than the averageella media In “creative/inventive/innovative” work, the best are 10x better than the average 2. HIGH PERFORMANCE
  • 26. We are a PRO TEAM, NOT a FAMILY LOYALTY is good, but unlimited loyalty to a shrinking firm or to an ineffective employee, is not what we are about HARD WORK is not RELEVANT “BRILLIANT JERKS” (SOME COMPANIES TOLERATE THEM) for NETFLIX Cost to effective TEAMWORK is too high 2. HIGH PERFORMANCE
  • 27. Company growth increases complexity If Complexity is not managed by talents tends to become chaos. Processes and procedures emerge to stop the chaos by reducing errors, minimizing thinking and prioritizing action (follow the procedure), enhancing efficiency (in the today market) Finally, efficiency has trumped flexibility And when MARKET SHIFTS the company is unable to adapt quickly 3. FREEDOM & RESPONSABILITY
  • 28. THREE BAD OPTIONS A. STAY CREATIVE by STAYING SMALL and with no impact (the complexity is very low and easy manageable) B. AVOID RULES and PROCESSES as you GROW (and SUFFER CHAOS) C. USE PROCESSES and PROCEDURES as you GROW (drive efficient execution of current model, but cripple creativity, flexibility, and ability to thrive when your market eventually changes) FOURTH OPTION: the NETFLIX option AVOIDING CHAOS as you GROW with ever more HIGH PERFORMANCE PEOPLE and not with RULE 3. FREEDOM & RESPONSABILITY
  • 29. GOOD vs BAD process GOOD PROCESS HELPS HIGH PERFORMANCE PEOPLE GET MORE DONE Letting others know when you are updating code Regularly scheduled strategy and context meeting BAD PROCESS TRIES TO PREVENT RECOVERABLE MISTAKES Multi-level approval process for projects Permission needed to hang a poster on a wall Get 10 people to interview each candidate 3. FREEDOM & RESPONSABILITY
  • 30. EXAMPLE NETFLIX policy for expensing, entertainment, gifts & travels “ACT in NETFLIX’s BEST INTEREST” 3. FREEDOM & RESPONSABILITY
  • 31. AS WE GROW, MINIMIZE RULES __________________________________ INHIBIT CHAOS WITH EVER MORE HIGH PERFORMANCE PEOPLE _______________________________________ FLEXIBILITY is more IMPORTANT than EFFICIENCY in the LONG TERM __________________________________________ 3. FREEDOM & RESPONSABILITY
  • 32. “CONTEXT, not CONTROL”: 3 TOPICS 1. When one of your talented people does something dumb, DON’T BLAME THEM Instead ask yourself what context you failed to set 2. When you are tempted to “CONTROL” your people, ask yourself what context you could set instead Are you articulate and inspiring enough about goals and strategies? 3. Why managing though CONTEXT? Because HIGH PERFORMANCE PEOPLE will do better work if they understand the context 4. CONTEXT, not CONTROL
  • 33. EXCEPTIONS WHEN CONTROL SHOULD BE USED 1. in EMERGENCY time: no-time to take long-term capacity building view 2. during the LEARNING PATH: control can be important when someone is still learning their area. Takes time to pick up the necessary context 3. when THE WRONG PERSON occupies a role: control is necessary but temporarily, no doubt 4. CONTEXT, not CONTROL
  • 34. THREE MODELS OF CORPORATE TEAMWORK 1. TIGHTLY COUPLED MONOLITH Senior management reviews nearly all tactics Lots of x-development buy-in meetings Mavericks get exhausted trying to innovate Highly coordinated through centralization, but very slow, and slowness increase with size 2. INDEPENDENT SILOS Each group executes on their objectives with little coordination E veryone does her own thing Work that requires coordination suffers Alienation and suspicion between departments Only work well when areas are indipendent 3. HIGLY ALIGNED, LOOSELY COUPLED NETFLIX CHOICE 5. HIGHLY ALIGNED, LOOSELY COUPLED
  • 35. HIGLY ALIGNED - Strategy and goals are clear, specific and broadly understood - Team interaction focus on strategy and goals, rather than tactics - Requires large investment in management time to be transparent and articulate and perceptive LOOSELY COUPLED - Minimal cross-functional meetings except to get aligned on goals and strategy - Trust between groups on tacticts without previewing/approving each one so group can move fast - Leaders reaching out proactively for ad-hoc coordination and perspective as appropriate - Occasional post-mortem on tactics necessary to increase alignment 5. HIGHLY ALIGNED, LOOSELY COUPLED
  • 36. BIG SALARY Is the most efficient form of compensation - Most motivating for any given expense level - No bonuses - Instead, put all that expense in big salaries, and give people freedom to spend their salaries as they think best Employees are free to leave NETFLIX when they want with no fee, but most of them choose to stay People stay in NETFLIX because are passionate about their job and their salaries are good. They don’t stay because they have to wait for future bonuses or benefits 6. PAY TOP OF MARKET
  • 37. NO RANKING AGAINST OTHER EMPLOYEES We avoid “TOP 30%” and “BOTTOM 10%” rankings amongst employees We don’t want employees to feel competitive with each other We want all our employees to be “TOP 10%” relative to the pool of global candidates We want employees to HELP EACH OTHER, and THEY DO 6. PAY TOP OF MARKET
  • 38. PROMOTIONS 3 NECESSARY CONDITIONS 1. JOB HAS TO BE BIG ENOUGH If an incredible manager left, we would replace with a manager, not with a director 2. PERSON HAS TO BE A SUPERSTAR IN CURRENT ROLE 3. PERSON IS AN EXTRAORDINARY ROLE MODEL OF OUR CULTURE AND VALUES 7. PROMOTIONS & DEVELOPMENT
  • 39. DEVELOPMENT NO CAREER PLANNING Formalized development is rarely effective, and we don’t try to do it We develop people by giving them the opportunity to develop themselves, by surrounding them with stunning colleagues and giving them big challenges to work on Mediocre colleagues or unchallenging works is what kills the progress of a person’s skills High performance people are generally self-improving through experience, observation, introspection, reading, and discussion. Working on BIG CHALLENGE We all try HELP each other grow We are VERY HONEST with each other 7. PROMOTIONS & DEVELOPMENT
  • 40. BEST PRACTICE NUMBER 1 GOVERNANCE by WALKING ABOUT STAFF MEETING (R-STAFF) Monthly meetings of the top seven leaders. One board member attends EXECUTIVE STAFF MEETING (E-STAFF) Quarterly meetings of the top 90 executives. One or two board members attend BUSINESS REVIEW QUADRIMESTRALI (QBR) Two-day gatherings of the top 500 employees. Between two and four board members attend “an efficient way for the board to understand the company better” Reed Hasting – CEO NETFLIX BOARD MEETINGS BEST PRACTICES SOURCE: https://hbr.org/2018/05/how-netflix-redesigned-board-meetings
  • 41. BEST PRACTICE NUMBER 2 “BOARD MEMOS” 30-page online memos in narrative form that include - links to supporting analysis - open access to all data and information on the company’s internal shared systems - the ability for directors to ask clarifying questions of the subject authors This quarterly memo is written by and shared with the top 90 executives as well as the board. Meetings are only three to four hours in length (compared to all day or multiple days at many large corporations). Senior executives attend board meetings and answer questions if needed. BOARD MEETINGS BEST PRACTICES SOURCE: https://hbr.org/2018/05/how-netflix-redesigned-board-meetings
  • 42. Netflix Culture emphasize: - Individual initiative - Sharing of information - More focused on goals achievement than on processes (FACT DRIVEN Company vs DATA DRIVEN Company) “It’s hard to imagine we could have done it without the intimate knowledge of the operations and the people” “A lot of CEOs like the notion of transparency. The difference is that Reed has decided to put mechanisms in place… that actually maket it happen” SOURCE: https://hbr.org/2018/05/how-netflix-redesigned-board-meetings NETFLIX CULTURE
  • 54. BOOKS 1. POWERFUL: Building a Culture of Freedom and Responsibility – Patty McCord - 2018 2. EXPONENTIAL ORGANIZATION: Why new organizations are ten times better, faster, and cheaper … - Salim Ismail - 2015 3. LEAN STARTUP: How Constant Innovation Creates Radically Successful Businesses – Eric Ries - 2011 4. BLUE OCEAN STRATEGY - Chan Kim e Renée Mauborgne - 2005 5. THE LONG TAIL: Why the Future of Business Is Selling Less of More – Chris Anderson - 2006 6. THE INNOVATOR’s DILEMMA: When New Technologies Cause Great Firms to Fail - Clayton Christensen – 1995 MAGAZINES The Economist – July 2018 SOURCES WEBSITES HISTORY http://www.planetnews.info/netflix-an-exceptional-success-story/ https://it.wikipedia.org/wiki/Netflix https://www.britannica.com/topic/Netflix-Inc http://uk.businessinsider.com/reed-hastings-netflix-bio-2015-8 https://qz.com/1062888/netflix-was-founded-20-years-ago-today-because-reed-hastings-was-late-a-returning-video/ https://www.scribd.com/document/256769156/Netflix-History HR ORGANIZATION https://hbr.org/2018/05/how-netflix-redesigned-board-meetingsutm_medium=social&utm_source=twitter&utm_campaign=hbr https://jobs.netflix.com/culture https://www.thebalancesmb.com/tech-companies-mission-statements-4068549 https://netflixcompanyprofile.weebly.com/ QWIKSTER https://www.huffingtonpost.co.uk/entry/qwikster-dead-netflix-kills_n_1003098?guccounter=1 https://www.forbes.com/sites/frederickallen/2012/07/13/how-netflix-almost-destroyed-itself/#f3f322fe479d https://qz.com/1245107/as-netflix-turns-20-lets-revisit-its-biggest-blunder/ DISRUPTION (BLOCKBUSTER) https://www.topaccountingdegrees.org/netflix-vs-blockbuster/ https://www.drift.com/blog/netflix-vs-blockbuster/ http://www.chiefinnovator.com/business-model-innovation-structure-methods/blockbuster-busted-part-2-business-model-analysis
  • 55. DISRUPTION new competitor (hulu, amazon) https://www.theatlantic.com/technology/archive/2014/01/how-netflix-reverse-engineered-hollywood/ 282679/ http://www.informediation.com/blog/2015/05/06/the-netflix-quantum-theory-explained/ https://www.theverge.com/2018/4/11/17225898/netflix-cannes-film-festival-competition-ban- streaming-services https://www.theguardian.com/film/2018/apr/21/netflix-vs-cannes-2018-culture-clash https://www.digitaltrends.com/home-theater/best-on-demand-streaming-services/ https://media.netflix.com/en/press-releases/comcast-and-netflix-expand-partnership-following- successful-xfinity-x1-integration https://www.polygon.com/2018/2/7/16982030/disney-leaving-netflix-marvel-lucasfilm-pixar- streaming-rights http://www.dailymail.co.uk/tvshowbiz/article-6044125/Disney-start-purging-movies-Netflix-including- Pixar-Marvel.html STOCK PRICE https://www.fool.com/investing/2018/06/08/these-3-stocks-are-up-over-500-in-the-last-5-years.aspx https://ftalphaville.ft.com/2018/07/17/1531829447000/The-Netflix-dilemma/ https://blogs.wsj.com/moneybeat/2018/01/22/netflix-earnings-in-5-charts-2/ https://wolfstreet.com/2018/01/22/junk-rated-netflix-expects-tax-loss-will-burn-3-4-bn-in-2018-after- burning-2-bn-in-2017-debt-piles-up/ https://www.marketwatch.com/story/15-years-after-ipo-netflix-has-changed-drasticallyand-is-worth- nearly-22000-more-2017-05-23 ROUNDS https://www.ncrypted.net/blog/netflix-business-model-everything-you-need-to-know-about-how- netflix-works-revenue-analysis/ FLYWHEEL https://www.jimcollins.com/concepts/the-flywheel.html https://ftalphaville.ft.com/2018/07/17/1531829447000/The-Netflix-dilemma/ https://medium.com/@jessholbrook/why-flywheels-are-better-than-everything-else-you-are- supposed-to-need-87b2f07554c4 https://medium.com/@easystreetfinance/business-model-101-netflix-their-content-advantage- 251a4729aa7e STREAMING TRAFFIC https://forums.appleinsider.com/discussion/157517/netflix-accounts-for-1-3-of-nightly-home-internet- traffic-apples-itunes-takes-2 https://www.statista.com/chart/9799/netflix-vs-cable-pay-tv-subscribers/ BUSINESS MODEL E STRATEGY CANVAS https://www.slideshare.net/RemusToma86/business-models-14982050 https://www.slideshare.net/JoostVerbakel/netflix-12852806 http://robertdaigle.com/wp-content/uploads/2014/01/ BowenDaigleDionValentine_NetflixCaseStudy.pdf https://www.business2community.com/business-innovation/breaking-netflix-business- model-history-future-vod-giant-01582436 https://www-feedough-com.cdn.ampproject.org/v/s/www.feedough.com/how-does- netflix-make-money/amp/?amp_js_v=0.1&usqp=mq331AQGCAEoATgA#origin=https %3A%2F %2Fwww.google.it&prerenderSize=1&visibilityState=prerender&paddingTop=54&p2r =0&horizontalScrolling=0&csi=1&aoh=15341603696121&viewerUrl=https%3A%2F %2Fwww.google.it%2Famp%2Fs%2Fwww.feedough.com%2Fhow-does-netflix-make- money%2Famp%2F&history=1&storage=1&cid=1&cap=swipe%2CnavigateTo%2Ccid %2Cfragment%2CreplaceUrl https://www.feedough.com/how-does-netflix-make-money/ GEOEXPANSION http://cineguru.screenweek.it/2016/01/netflixeverywhere-vr-e-tutte-le-tecnologie-che- influenzeranno-il-mondo-del-cinema-14048/ https://www.statista.com/chart/8995/netflix-international-streaming-profit/ https://mashable.com/2007/05/30/youtube-bans/?europe=true#szaSe9WVVkqa https://en.wikipedia.org/wiki/International_expansion_of_Netflix DVD RENTAL e STREAMING https://www.cnbc.com/2018/01/23/netflix-dvd-business-still-alive-what-is-it-like-to- work-there.html DATA - CUSTOMERS SURVEY/USER EXPERIENCE https://www.hallofseries.com/netflix/netflix-serie-tv-piattaforma/ https://www.tecnoandroid.it/2018/07/10/perche-netflix-sta-vietando-agli-utenti-di- inserire-recensioni-376622 https://altadefinizione.hdblog.it/2018/07/06/netflix-rimuove-recensioni-online- agosto/ SOURCES
  • 56. CHANGE, GROWTH & DISRUPTION inspired by the famous NETFLIX’s Manifesto “FREEDOM and RESPONSABILITY CULTURE” Alessio Cuccu Innovation consultant