This document outlines Netflix's culture of freedom and responsibility. It discusses that Netflix values high performance over loyalty or effort. The document emphasizes that Netflix aims to attract and retain "stunning colleagues" who embody nine key values: judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. It explains Netflix gives employees freedom but expects responsibility in return. Those who do not meet performance standards are let go, to make way for higher performers. The goal is to sustain success over many generations by maintaining a culture of excellence.
This document outlines Netflix's culture of freedom and responsibility. Some key points:
- Netflix focuses on attracting and retaining "stunning colleagues" through a high-performance culture rather than perks. Managers use a "Keeper Test" to determine which employees they would fight to keep.
- The culture emphasizes values over rules. Netflix aims to minimize complexity as it grows by increasing talent density rather than imposing processes. This allows the company to maintain flexibility.
- Employees are given significant responsibility and freedom in their roles, such as having no vacation tracking or expense policies beyond acting in the company's best interests. The goal is to avoid chaos through self-discipline rather than controls.
- Providing
I often refer to The Netflix Culture Deck in presentations to companies when I speak about alignment and line of sight between departmental or branch goal with the overall wildly important strategic goals, mission, vision, and values.
Building A Strong Engineering Culture - my talk from BBC Develop 2013Kevin Goldsmith
This is the keynote talk I gave at the BBC Develop conference in London, UK in November of 2013. In it I talk about what I believe makes a strong engineering culture, how to protect it if you have it, and how to fix it if you don't. I use a lot of examples from Spotify (where I am a Director of Engineering). As usual, I go a bit light on the bullets, since I prefer to talk, but I think you can still get the gist of my points.
Culture is something we take pride in at LinkedIn. As the collective personality of our organization, it sets us apart, defines who we are and shapes what we aspire to be.
Hundreds of companies have defined their unique cultures on SlideShare as part of the Culture Code campaign. We thought it was important for LinkedIn to join in this effort; we want everyone, including our current and our future employees, to know exactly what it’s like to work here.
The document discusses Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects of the culture include valuing behaviors like judgment, communication, impact, curiosity, and honesty over job titles or tenure. Netflix aims to attract and retain "stunning colleagues" through this culture rather than perks. Underperformers receive severance packages rather than unlimited loyalty. The document argues this culture allows Netflix to avoid bureaucracy that can stifle innovation as companies grow.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
At Asana, we put a lot of time, energy, money, and most importantly, heart, into our company culture. That's why we recently updated our 2014 Culture Code deck.
This document outlines Netflix's culture of freedom and responsibility. Some key points:
- Netflix focuses on attracting and retaining "stunning colleagues" through a high-performance culture rather than perks. Managers use a "Keeper Test" to determine which employees they would fight to keep.
- The culture emphasizes values over rules. Netflix aims to minimize complexity as it grows by increasing talent density rather than imposing processes. This allows the company to maintain flexibility.
- Employees are given significant responsibility and freedom in their roles, such as having no vacation tracking or expense policies beyond acting in the company's best interests. The goal is to avoid chaos through self-discipline rather than controls.
- Providing
I often refer to The Netflix Culture Deck in presentations to companies when I speak about alignment and line of sight between departmental or branch goal with the overall wildly important strategic goals, mission, vision, and values.
Building A Strong Engineering Culture - my talk from BBC Develop 2013Kevin Goldsmith
This is the keynote talk I gave at the BBC Develop conference in London, UK in November of 2013. In it I talk about what I believe makes a strong engineering culture, how to protect it if you have it, and how to fix it if you don't. I use a lot of examples from Spotify (where I am a Director of Engineering). As usual, I go a bit light on the bullets, since I prefer to talk, but I think you can still get the gist of my points.
Culture is something we take pride in at LinkedIn. As the collective personality of our organization, it sets us apart, defines who we are and shapes what we aspire to be.
Hundreds of companies have defined their unique cultures on SlideShare as part of the Culture Code campaign. We thought it was important for LinkedIn to join in this effort; we want everyone, including our current and our future employees, to know exactly what it’s like to work here.
The document discusses Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects of the culture include valuing behaviors like judgment, communication, impact, curiosity, and honesty over job titles or tenure. Netflix aims to attract and retain "stunning colleagues" through this culture rather than perks. Underperformers receive severance packages rather than unlimited loyalty. The document argues this culture allows Netflix to avoid bureaucracy that can stifle innovation as companies grow.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
At Asana, we put a lot of time, energy, money, and most importantly, heart, into our company culture. That's why we recently updated our 2014 Culture Code deck.
The document discusses how to build a values-driven startup by establishing an inspiring vision, effective strategy, core values, observable behaviors, organizational practices, and key metrics that align. It emphasizes defining values based on the founder's personal values, market needs, and what enables the team to thrive. Values are brought to life through behaviors and practices, and success is measured with key metrics. The overall goal is to build companies that not only generate wealth but also enrich people's lives.
The document summarizes the culture and values of LinkedIn. It describes LinkedIn's culture as one focused on transformation, with three types of transformation: of self, of the company, and of the world. It emphasizes values like integrity, collaboration, humor, and results. The document also outlines LinkedIn's operating principles that guide the company, which include putting members first, valuing relationships, demanding excellence, and taking intelligent risks.
The Handy Culture Deck provides an inside look at the uniquely Handy company and culture we are building to achieve our mission. It outlines the things we believe at Handy and the ways we try to live up to them.
Interested joining the team at Handy and changing the world? Visit handy.com/careers
Pop Inc. is a company that aims to support creators by giving them tools to monetize their work across different creative outlets. Their mission is to fulfill their responsibility of ensuring creators are getting paid. They outlined their core behaviors which are Creatives First, Over Serve, Learn Fast, Open Communication, and Respect Time. These behaviors are important for building their culture and individual adherence to them leads to more ownership and responsibility. They operate in a transparent way and share key information publicly so everyone has context to make good decisions. They also strive to build an inclusive and diverse team to best serve the diverse community of creators. They are mindful of spending and only invest in things crucial for success while not impacting employee happiness. Their
Why our executive team didn't write our culture deck, on Harvard Business Review: http://blogs.hbr.org/cs/2013/06/why_executive_teams_shouldnt_write.html
Is corporate culture really about organizational structure and incentives? What the company’s founders and executive team is on a mission to accomplish? How those same people ideally want their culture projected to investors? Or is company culture more about who people are and how they interact – what commonalities they share, and how they work and play?
Genuine culture is organic, not imposed. It’s why our executive team did not write our culture deck. Culture is what keeps people at Nanigans – not our mission statement or how our teams are structured. Our culture deck is a guide for company hiring and fit, as much as it is a signature of what’s made us so successful to date.
10 Dead Simple Ways to Improve Your Company CultureBonusly
The document outlines 10 steps to build a great company culture: 1) embrace transparency, 2) recognize and reward valuable contributions, 3) cultivate strong coworker relationships, 4) embrace and inspire employee autonomy, 5) practice flexibility, 6) communicate purpose and passion, 7) promote a team atmosphere, 8) encourage regular feedback, 9) stay true to core values, and 10) devote effort and resources to building culture. Following these steps such as being transparent, recognizing employees, and encouraging autonomy can help engage employees and create a strong organizational culture.
The document provides an overview of Patreon's company culture. It discusses the company's mission of funding creators and creating a fulfilling workplace. It outlines 7 core behaviors including putting creators first, being an energy giver, candor, moving fast, seeking learning, respecting time, and fixing issues. It also covers expectations for transparency, manager roles in coaching teams, and a commitment to diversity and inclusion. The overall summary emphasizes Patreon's focus on creators and teammates through its cultural values and behaviors.
This document outlines Patreon's company culture. It discusses Patreon's mission of funding the creative class and creating a fulfilling workplace. The document then details Patreon's six core behaviors: put creators first, achieve ambitious outcomes, cultivate inclusion, add value quickly, be candid and kind, and seek learning. It also covers topics like transparency, manager expectations, communication, office energy, diversity and inclusion, and spending. The overall summary is that the document provides an overview of Patreon's mission and values, with a focus on outlining the company's six core behaviors that define its culture.
10 Best Practices of a Best Company to Work ForO.C. Tanner
What does it take to be named a Best Company to Work for by FORTUNE magazine? For starters, a winning culture, collaboration, and creating an environment for learning and growth. Take a look at these slides for more ideas!
This document provides guidance and sample answers for common Netflix interview questions. It discusses highlighting relevant strengths and work experiences, demonstrating knowledge of Netflix's culture and values, and linking skills to the job responsibilities. The document recommends researching the company, having examples to support strengths, portraying enthusiasm for the role, and asking about development opportunities rather than salary during an interview.
Inside Netflix: The Company Culture That Created a $37B BusinessPeopleSpark
Today Netflix is worth $37B and growing. But when the company was started back in 1997, founder Reed Hastings knew he wanted to create a company culture that brought in (and rewarded) the best people for doing great work.
To understand the inner workings of the Netflix culture, we have to look beyond the headlines, the share price and the hype and understand what makes the culture tick - without the day-to-day involvement of the founder.
Today we'll look at the 10 most critical take aways from everything that's ever been written about the Netflix company culture. If you want happier, more fulfilled employees then pay close attention.
Our culture is much more than we could ever put into a group of slides, but we did our best to pack as much of it into this Culture Code. Flip through to get a glimpse into what our agency is all about.
Telemedicine Clinic (TMC) is Europe’s leading teleradiology provider. TMC pioneered teleradiology services in Europe when it was founded in 2002 and has since become a vital partner for more than 100 radiology departments in Sweden, Denmark, Norway, UK, Spain and Germany. This year, our team of more than 120 highly specialised radiologists will report more than a quarter of a million cases, making a significant positive impact in the life of hospital staff and patients.
This is a book about our culture. About who we are, why we do what we do, and how we go about it. Our culture is the most precious asset our company has. In the long run, it will be our culture that determines our success. We need to preserve it and develop its strengths. We do not invent our culture with this book. We only document our existing culture and make it explicit. This book is a communication tool.
At the heart of our culture are our core purpose and our core values. Our core purpose reminds us why we are in this business. Our core values describe how we do things at TMC, the behaviours we need to consistently demonstrate in our daily work. We also explain the beliefs that lead us to hold and promote these specific values.
Common purpose and values create alignment, focus and help us make the right choices—in big and in small matters. All our decisions need to respect and reflect the philosophy expressed in this document.
We wrote this book for us, the team members of TMC. But we happily share our thoughts with clients, partners, vendors and people interested in working with us, hoping they hold us accountable to what we claim on these pages.
This document outlines the culture code of UpStart, an organization that partners with Jewish community leaders. UpStart's culture rests on three pillars: values of empathy, optimism, collaboration and risk-taking; a team philosophy of dreaming with purpose, building the future, and growing good; and a culture code that activates these through seven principles. These include believing in Jewish traditions, striving for an inclusive future, accountability, respecting time, balancing playfulness and professionalism, ongoing learning, and supporting each other through change. Culture crews are formed to prototype ways to embody the culture code.
Culture Code - E3 Reloaded - Making Work Suck Less TEDxMongKok
The document describes E3, a company that aims to create work environments where work doesn't suck. It outlines E3's vision of empowering employees through freedom, trust, feedback and failure. E3 believes bureaucracy and strict policies have made work a "dirty word" and that companies should trust employees to dress and take time off as they choose. The document introduces E3's small team and clientele, which includes change-makers seeking to disrupt mediocrity and challenge the status quo.
These are the cultural values that RedMartians live every day in order to become the most customer-centric company in the world and the best place to work.
This document outlines the culture and values of Acceleration Partners, a performance marketing company. It describes AP's culture as being world-class, with employees who are team players, curious, resilient, innovative, strategic, and results-driven. It highlights AP's core values of owning it, embracing relationships, and excelling/improving continuously. The document also discusses AP's operating principles, which include having a bias towards action, bringing solutions, working smarter, being present, encouraging autonomy and transparency, being genuine partners, having a growth mindset, being fanatical about feedback, enjoying competing, keeping moving forward, being resilient, and bringing purpose.
1) DBS Bank executed a digital transformation strategy from 2009-2014 by fixing its basic infrastructure and building engineering capabilities. From 2014 onward, it increased transformation velocity by deeply understanding technology giants.
2) DBS adopted a strategy of becoming cloud native, increasing release cadence 10x, building for APIs and performance, reducing time-to-market, and becoming customer centric. This included insourcing technology staff and moving to a private cloud.
3) By 2018, DBS achieved cloud scale through automation and open source technologies. It reduced technology costs, improved resilience, and increased release frequency 10x through aggressive DevOps practices and an enterprise DevOps platform. DBS also launched a banking API platform with
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer
This is the 6th evolution of the cultural values we try to live to at Buffer. Read more about our values and approach to business at http://open.bufferapp.com
The document discusses how to build a values-driven startup by establishing an inspiring vision, effective strategy, core values, observable behaviors, organizational practices, and key metrics that align. It emphasizes defining values based on the founder's personal values, market needs, and what enables the team to thrive. Values are brought to life through behaviors and practices, and success is measured with key metrics. The overall goal is to build companies that not only generate wealth but also enrich people's lives.
The document summarizes the culture and values of LinkedIn. It describes LinkedIn's culture as one focused on transformation, with three types of transformation: of self, of the company, and of the world. It emphasizes values like integrity, collaboration, humor, and results. The document also outlines LinkedIn's operating principles that guide the company, which include putting members first, valuing relationships, demanding excellence, and taking intelligent risks.
The Handy Culture Deck provides an inside look at the uniquely Handy company and culture we are building to achieve our mission. It outlines the things we believe at Handy and the ways we try to live up to them.
Interested joining the team at Handy and changing the world? Visit handy.com/careers
Pop Inc. is a company that aims to support creators by giving them tools to monetize their work across different creative outlets. Their mission is to fulfill their responsibility of ensuring creators are getting paid. They outlined their core behaviors which are Creatives First, Over Serve, Learn Fast, Open Communication, and Respect Time. These behaviors are important for building their culture and individual adherence to them leads to more ownership and responsibility. They operate in a transparent way and share key information publicly so everyone has context to make good decisions. They also strive to build an inclusive and diverse team to best serve the diverse community of creators. They are mindful of spending and only invest in things crucial for success while not impacting employee happiness. Their
Why our executive team didn't write our culture deck, on Harvard Business Review: http://blogs.hbr.org/cs/2013/06/why_executive_teams_shouldnt_write.html
Is corporate culture really about organizational structure and incentives? What the company’s founders and executive team is on a mission to accomplish? How those same people ideally want their culture projected to investors? Or is company culture more about who people are and how they interact – what commonalities they share, and how they work and play?
Genuine culture is organic, not imposed. It’s why our executive team did not write our culture deck. Culture is what keeps people at Nanigans – not our mission statement or how our teams are structured. Our culture deck is a guide for company hiring and fit, as much as it is a signature of what’s made us so successful to date.
10 Dead Simple Ways to Improve Your Company CultureBonusly
The document outlines 10 steps to build a great company culture: 1) embrace transparency, 2) recognize and reward valuable contributions, 3) cultivate strong coworker relationships, 4) embrace and inspire employee autonomy, 5) practice flexibility, 6) communicate purpose and passion, 7) promote a team atmosphere, 8) encourage regular feedback, 9) stay true to core values, and 10) devote effort and resources to building culture. Following these steps such as being transparent, recognizing employees, and encouraging autonomy can help engage employees and create a strong organizational culture.
The document provides an overview of Patreon's company culture. It discusses the company's mission of funding creators and creating a fulfilling workplace. It outlines 7 core behaviors including putting creators first, being an energy giver, candor, moving fast, seeking learning, respecting time, and fixing issues. It also covers expectations for transparency, manager roles in coaching teams, and a commitment to diversity and inclusion. The overall summary emphasizes Patreon's focus on creators and teammates through its cultural values and behaviors.
This document outlines Patreon's company culture. It discusses Patreon's mission of funding the creative class and creating a fulfilling workplace. The document then details Patreon's six core behaviors: put creators first, achieve ambitious outcomes, cultivate inclusion, add value quickly, be candid and kind, and seek learning. It also covers topics like transparency, manager expectations, communication, office energy, diversity and inclusion, and spending. The overall summary is that the document provides an overview of Patreon's mission and values, with a focus on outlining the company's six core behaviors that define its culture.
10 Best Practices of a Best Company to Work ForO.C. Tanner
What does it take to be named a Best Company to Work for by FORTUNE magazine? For starters, a winning culture, collaboration, and creating an environment for learning and growth. Take a look at these slides for more ideas!
This document provides guidance and sample answers for common Netflix interview questions. It discusses highlighting relevant strengths and work experiences, demonstrating knowledge of Netflix's culture and values, and linking skills to the job responsibilities. The document recommends researching the company, having examples to support strengths, portraying enthusiasm for the role, and asking about development opportunities rather than salary during an interview.
Inside Netflix: The Company Culture That Created a $37B BusinessPeopleSpark
Today Netflix is worth $37B and growing. But when the company was started back in 1997, founder Reed Hastings knew he wanted to create a company culture that brought in (and rewarded) the best people for doing great work.
To understand the inner workings of the Netflix culture, we have to look beyond the headlines, the share price and the hype and understand what makes the culture tick - without the day-to-day involvement of the founder.
Today we'll look at the 10 most critical take aways from everything that's ever been written about the Netflix company culture. If you want happier, more fulfilled employees then pay close attention.
Our culture is much more than we could ever put into a group of slides, but we did our best to pack as much of it into this Culture Code. Flip through to get a glimpse into what our agency is all about.
Telemedicine Clinic (TMC) is Europe’s leading teleradiology provider. TMC pioneered teleradiology services in Europe when it was founded in 2002 and has since become a vital partner for more than 100 radiology departments in Sweden, Denmark, Norway, UK, Spain and Germany. This year, our team of more than 120 highly specialised radiologists will report more than a quarter of a million cases, making a significant positive impact in the life of hospital staff and patients.
This is a book about our culture. About who we are, why we do what we do, and how we go about it. Our culture is the most precious asset our company has. In the long run, it will be our culture that determines our success. We need to preserve it and develop its strengths. We do not invent our culture with this book. We only document our existing culture and make it explicit. This book is a communication tool.
At the heart of our culture are our core purpose and our core values. Our core purpose reminds us why we are in this business. Our core values describe how we do things at TMC, the behaviours we need to consistently demonstrate in our daily work. We also explain the beliefs that lead us to hold and promote these specific values.
Common purpose and values create alignment, focus and help us make the right choices—in big and in small matters. All our decisions need to respect and reflect the philosophy expressed in this document.
We wrote this book for us, the team members of TMC. But we happily share our thoughts with clients, partners, vendors and people interested in working with us, hoping they hold us accountable to what we claim on these pages.
This document outlines the culture code of UpStart, an organization that partners with Jewish community leaders. UpStart's culture rests on three pillars: values of empathy, optimism, collaboration and risk-taking; a team philosophy of dreaming with purpose, building the future, and growing good; and a culture code that activates these through seven principles. These include believing in Jewish traditions, striving for an inclusive future, accountability, respecting time, balancing playfulness and professionalism, ongoing learning, and supporting each other through change. Culture crews are formed to prototype ways to embody the culture code.
Culture Code - E3 Reloaded - Making Work Suck Less TEDxMongKok
The document describes E3, a company that aims to create work environments where work doesn't suck. It outlines E3's vision of empowering employees through freedom, trust, feedback and failure. E3 believes bureaucracy and strict policies have made work a "dirty word" and that companies should trust employees to dress and take time off as they choose. The document introduces E3's small team and clientele, which includes change-makers seeking to disrupt mediocrity and challenge the status quo.
These are the cultural values that RedMartians live every day in order to become the most customer-centric company in the world and the best place to work.
This document outlines the culture and values of Acceleration Partners, a performance marketing company. It describes AP's culture as being world-class, with employees who are team players, curious, resilient, innovative, strategic, and results-driven. It highlights AP's core values of owning it, embracing relationships, and excelling/improving continuously. The document also discusses AP's operating principles, which include having a bias towards action, bringing solutions, working smarter, being present, encouraging autonomy and transparency, being genuine partners, having a growth mindset, being fanatical about feedback, enjoying competing, keeping moving forward, being resilient, and bringing purpose.
1) DBS Bank executed a digital transformation strategy from 2009-2014 by fixing its basic infrastructure and building engineering capabilities. From 2014 onward, it increased transformation velocity by deeply understanding technology giants.
2) DBS adopted a strategy of becoming cloud native, increasing release cadence 10x, building for APIs and performance, reducing time-to-market, and becoming customer centric. This included insourcing technology staff and moving to a private cloud.
3) By 2018, DBS achieved cloud scale through automation and open source technologies. It reduced technology costs, improved resilience, and increased release frequency 10x through aggressive DevOps practices and an enterprise DevOps platform. DBS also launched a banking API platform with
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer
This is the 6th evolution of the cultural values we try to live to at Buffer. Read more about our values and approach to business at http://open.bufferapp.com
Glimpse Inside the 2016 Digital Storytelling ToolkitVictor Hernandez
Invest in your future and begin the new year by updating your digital toolkit with the latest and greatest of the emerging storytelling techniques -- Star Wars-style!
This workshop is where attendees 'get their geek on' by gaining up close insights into the latest tech innovations, and how they can be used to tell more digitally engaged stories.
What will we talk about to begin 2016? Social journalism trends? Mapping tools? Apple Watch? AR/VR? Breakthroughs in mobile reporting? Image detection? Content curation? And lots more.
Our guest will be Victor Hernandez, Director of Media Innovation for Banjo and current fellow at the Donald W.Reynolds Journalism Institute at University of Missouri where he is researching wearable technologies and newsrooms.
This presentation provides an overview of the state of journalism, including topics like fake news, identity politics, and the transition to online media. It recommends readings and podcasts, and notes that the story of journalism continues as the audience becomes more interactive. The presentation is shared with an open license and the creator welcomes interaction through comments and feedback.
Planeta.com welcomes editorial comments from readers. Here's what works best! Comments are welcome and so are embeds, likes and shares.
http://www.planeta.com
http://planeta.wikispaces.com
Deepening Roots Using the Social Web = Profundizando Raices Aprovechando las Redes Sociales
This presentation documents the historic and notable of Oaxaca, Mexico http://www.planeta.com/oaxaca.html
Wiki
http://oaxaca.wikispaces.com/arboles
Este documento describe el wiki Oaxaca como un mural público y compartido que ofrece información valiosa sobre la cultura, lugares e idiomas de Oaxaca para visitantes y locales. El wiki ha crecido en alcance y profundidad, traduciendo información a varios idiomas y proporcionando detalles actualizados como números de teléfono, eventos y perspectivas culturales. El objetivo es educar a los visitantes y ayudarlos a disfrutar de su viaje a Oaxaca.
Slideshare is the web's largest portal for sharing presentations online and it’s part of the LinkedIn business community. This presentation shares lessons learned, explores core skills and asks if you’re on the same screen as your colleagues. You are welcome to adapt and reuse the materials with the attribution-sharealike license. We welcome your interaction -- comments, questions, suggestions, shares, clips, favorites, likes and hearts.
Planeta.com
http://planeta.com/slideshare
Wiki
http://planeta.wikispaces.com/slideshare
http://planeta.wikispaces.com/linkedin
Key Links
http://www.slideshare.net
The Mezcal Treasure Hunt liberates visitors from the tyranny that is anonymous, tasteless mezcal. Our proposal: social bridges enabling slow adventures and delicious conversations among producers and fans. Comments are welcome and so are embeds, likes and shares.
Wiki
http://oaxaca.wikispaces.com/mezcal
YouTube
https://www.youtube.com/watch?v=FA9q0x7mKBw
What's new in Oaxaca? There are many ways to find out what's happening in Oaxaca Today. This presentation previews upcoming events and showcases social web channels that encourage timely collaboration.
Details on the Oaxaca Wiki:
http://oaxaca.wikispaces.com/today
http://oaxaca.wikispaces.com
Hangout (August 2015)
https://www.youtube.com/watch?v=YNfdchpvYYc
Buzzword Bingo is a collection of new words and colorful slang chosen to educate and inspire. Here are our favorites curated in 2017. You are welcome to adapt and reuse with the attribution-sharealike license. We welcome your interaction -- comments, questions, suggestions, shares, clips, favorites, likes and hearts.
Planeta.com
http://planeta.com/buzzwords2017
http://planeta.com/buzzwordbingo
Wiki
http://planeta.wikispaces.com/buzzwordbingo
http://planeta.wikispaces.com/woty
Flickr Album
https://www.flickr.com/photos/planeta/albums/72157675227164173
Netflix’s unique DVD rental service has revolutionized the industry. They successfully took the best of traditional conventions (like physical media, the U.S. Postal Service) and mixed them with new world internet-conventions. They have also effectively managed to discourage competition from both more established businesses and new entrants. The future growth of Netflix as it expands into streaming media, poses challenges in legal, infrastructure/technology, and through additional costs. In order to remain competitive, it is imperative that Netflix partner with companies with global reach to overcome these challenges. This presentation was part of an MBA class assignment to audit and industry in the the technology sector. The presentation has multiple authors listed on the title page. If you would like copies of the executive summary, complete S.W.O.T. analysis, and/or the transcript of the presentation please PRIVATE MESSAGE ME and I will email it to you.
This document summarizes Netflix's business strategies. It includes a PEST analysis noting political issues like piracy and content licensing. A five forces analysis finds high threats from substitutes and new entrants. Netflix's core problem is the high threat from all five competitive forces, especially the bargaining power of suppliers and buyers. Netflix's strategy is to pursue market penetration through excellent service and low prices, focus on creating its own content, increase innovation spending, use pricing cautiously, transition fully to streaming, partner to optimize its platform, and maintain high availability distribution.
This document outlines Netflix's culture of freedom and responsibility. It discusses that Netflix values high performance over hard work and avoids tolerating "brilliant jerks." Managers are expected to identify which employees they would fight to keep if they said they were leaving, and generous severances are given to adequate performers to open positions for stars. The document emphasizes that Netflix seeks to increase employee freedom as the company grows rather than limiting it like most firms, in order to continue attracting innovative talent and have the best chance of long-term success.
For your final project you are helping prepare Sharon Slade, theSusanaFurman449
For your final project you are helping prepare Sharon Slade, the chief human resources officer of Netflix, for a serious performance discussion with Alice Jones, who may be at risk of being terminated. One key component of your preparation is evaluating the organizational culture at Netflix and assisting Sharon Slade in demonstrating the skills that will help get the negotiation process off to a good start. She can accomplish this by taking into account the hygiene factors and intrinsic motivators as discussed in the Herzberg video clips (located in the Module Three Readings and Resources folder).
One description of the espoused Netflix organizational culture is stated in Slide 6 of the slide deck
Netflix Culture: Freedom and Responsibility
that you viewed in Module One. Slide 6 states: "The actual company values, as opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go."
For this discussion post, craft a response which addresses the following question:
Consider the seven aspects of the Netflix culture, which are listed below:
Values are what we value [Judgment, Communication, Impact, Curiosity, Innovation, Courage, Passion, Honesty, & Selflessness]
High Performance
Freedom & Responsibility
Context, not Control
Highly Aligned, Loosely Coupled
Pay Top of Market
Promotions & Development
Indicate whether or not you agree with the seven values, explaining why or why not. Add two intrinsic values that you believe would improve the organizational culture at Netflix. Provide reasons that justify your choice.
Culture
This is an archive of
prior version New version is at: jobs.netflix.com/culture 1
Netflix Culture: Freedom & Responsibility
2
We Seek Excellence Our culture
focuses on helping us achieve excellence 3
Seven Aspects of our Culture
• Values are what we Value • High Performance • Freedom & Responsibility • Context, not Control • Highly Aligned, Loosely Coupled • Pay Top of Market • Promotions & Development 4
Many companies have nice sounding
value statements displayed in the lobby, such as: 5 Integrity Communication Respect Excellence
Enron, whose leaders went to
jail, and which went bankrupt from fraud, had these values displayed in their lobby: Integrity Communication Respect Excellence 6 (These values were not, however, what was really valued at Enron)
The actual company values, as
opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go 7
Actual company values are the
behaviors and skills that are valued in fellow employees 8
At Netflix, we particularly value
the following nine behaviors and skills in our colleagues… …meaning we hire and promote people who demonstrate these nine 9
You make wise decisions (people,
technical, business, and creative) despite ambiguity You identify root causes, and get beyond treating symptoms You think strategically, and can articulate what you are, and are not, trying to do You smartly separate what ...
In Module One you developed the ZOPA (zone of possible agreementrafbolet0
This document provides an overview of Netflix's culture, which focuses on high performance, freedom and responsibility. It discusses how Netflix aims to minimize rules and complexity as the company grows, instead relying on hiring high-performing employees. This allows Netflix to maintain flexibility and avoid becoming bureaucratic. The document also gives examples of how Netflix provides employees freedom and responsibility in areas like vacation policies, expenses and gift policies.
NETFLIX: Cultura de Responsabilidad y LibertadBrenda Treviño
The document discusses Netflix's company culture, which focuses on high performance and values like judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. Netflix aims to attract and retain only top talent, believing the best employees are 10x more productive than average ones. It outlines Netflix's practices of adequate performance resulting in severance, treating employees as a pro sports team where not all deserve to stay, and increasing employee freedom rather than limiting it as the company grows.
This document summarizes Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects include:
- Values are demonstrated by who gets rewarded and promoted, not just nice words.
- Netflix values behaviors like judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness in employees.
- The culture aims to have "stunning colleagues" and functions like a pro sports team by hiring and cutting employees strategically to achieve excellence.
- Freedom and responsibility are emphasized over strict rules and control as the company grows, in order to attract innovative talent and sustain success through market changes.
The Netflix Culture document. A template for Culture in your company.Brent Spilkin
Sheryl Sandberg has called it one of the most important documents ever to come out of Silicon Valley. It’s been viewed more than 5 million times on the web. But when Reed Hastings and I (along with some colleagues) wrote a PowerPoint deck explaining how we shaped the culture and motivated performance at Netflix, where Hastings is CEO and I was chief talent officer from 1998 to 2012, we had no idea it would go viral. We realized that some of the talent management ideas we’d pioneered, such as the concept that workers should be allowed to take whatever vacation time they feel is appropriate, had been seen as a little crazy (at least until other companies started adopting them). But we were surprised that an unadorned set of 127 slides—no music, no animation—would become so influential.
The document discusses Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects of the culture include valuing behaviors like judgment, communication, impact, curiosity, and honesty over job titles. Netflix aims to attract and retain "stunning colleagues" through this culture rather than perks. Underperformers receive severance packages rather than unlimited loyalty. The document argues this culture allows Netflix to avoid bureaucracy that can stifle innovation as companies grow.
Manifesto Netflix: o documento que pode mudar o formato das empresas
Antes de começar a falar do conteúdo desse manifesto, vale destacar o tom visionário que ele tem (publicado em 01 de agosto de 2009) e que antevê muitas coisas que até hoje não vemos em multinacionais/marcas globais estruturadas, mas ainda engessadas.
Outro ponto que vale destaque é o que o "número 2 do Facebook", Sheryl Sandberg disse: “Provavelmente este é o documento mais importante que já saiu do Vale do Silício.”
Do que se trata o manifesto Netflix:
É um documento meio código de conduta meio manual de cultura organizacional, que traz os valores da empresa e a forma como ela enxerga que seus colaboradores precisam se comportar. Esse manifesto possui 124 telas, mas trouxe aqui os tópicos que mais me chamaram atenção pela ousadia e originalidade:
Criatividade é o mais importante: no trabalho processual boas ideias são 2x melhores que a média. Na indústria da criatividade as melhores são até 10x mais;
Priorize descobertas ao invés de segurança para os funcionários: empresas de internet geralmente não têm órgãos trabalhistas com leis bem definidas para seus colaboradores (e mesmo assim sempre figuram entre as melhores para se trabalhar) por isso, mostre pra ele que ele pode realizar grandes descobertas;
Decisões são tomadas em consenso coletivo: o manifesto prega que geralmente erros ou mal entendidos são problemas de comunicação. Pronto, problema resolvido;
Férias ilimitadas: você decide quando volta a trabalhar. E esse empoderamento passado para o colaborador trouxe autonomia e melhores resultados para a empresa. O Netflix orgulhosamente também substituiu todo o aparato burocrático relacionado a custos de viagens com algumas palavras “Haja com as melhores intenções aos interesses do Netflix.”
"Somos um time, e não uma família": a ideia é ser um time desportivo profissional e não um monte de crianças na recreação.
Entendeu por que o manifesto pode mudar a forma como as empresas são construídas hoje? A contracultura de empresa engessada, que prioriza o invariável e o que rentabiliza deve ser mexido levemente pra trazer ainda mais rentabilidade (isso quando se pode mexer), enquanto que o Netflix prioriza a incerteza, o poder da criatividade e da chance de correção no meio do caminho, e principalmente prioriza a confiança no colaborador, no valor percebido por ele de trabalhar numa empresa que faz a diferença na sociedade e que seu propósito vai de encontro com o dele. Ainda, valoriza o espaço concedido para sua vida pessoal, apesar do trabalho intenso.
Claro que pensar que esse modelo de liberdade aplicado para todas as empresas é utopia - e até errado - já que para uma empresa que precisa da criatividade o manifesto é mesmo ideal. Claro que o gesso e o balizamento são essenciais em determinados ramos de atividade mas, até empresas assim podem aprender um pouco com o manifesto.
.
Redigida por
Ivan Alves Nogueira
This document discusses Netflix's culture of freedom and responsibility. It outlines nine behaviors and skills that Netflix values in employees, including judgment, communication, impact, curiosity, innovation, courage, honesty, passion, and selflessness. It emphasizes hiring and retaining only "high performers" who embody these values. Employees are given freedom but are also responsible for using good judgment and acting in the best interests of the company. The goal is to attract top talent to create the most effective teams possible and ensure long-term success, even as the company continues to grow.
This document outlines Netflix's culture of freedom and responsibility. Some key aspects include:
- Netflix values high performance over loyalty or hard work. Underperforming employees are let go with severance.
- The company focuses on attracting "stunning colleagues" through top compensation and freedom to have high impact.
- As Netflix grows, it aims to increase employee talent density rather than limiting freedom through excessive rules. This allows creativity and flexibility to thrive.
- Managers provide appropriate context rather than trying to control employees. This enables high-performing staff to make sound decisions.
This document outlines Netflix's culture of freedom and responsibility. Some key aspects include:
- Netflix values high performance over loyalty or hard work. Underperforming employees are let go with severance.
- The company focuses on attracting "stunning colleagues" through top compensation and freedom to have high impact.
- As Netflix grows, it aims to increase employee talent density rather than limiting freedom through excessive rules. This allows creativity and flexibility to thrive.
- Managers provide appropriate context rather than trying to control employees. This enables high-performing staff to make sound decisions.
The document outlines the sales culture of a North American company. It defines nine core values including respect for people, consistently innovating, inspiring customer loyalty, and passion. It also describes seven principles such as being grounded and decisive, treating everything as pass-fail, and being strategic partners. A key belief is that responsible people thrive on freedom and are worthy of freedom. The culture emphasizes high performance, making data-driven decisions, rewarding risk-taking, and paying top of the market to attract and retain top talent.
This document outlines a set of principles for building a culture of freedom and responsibility within an organization. It begins by stating that the information presented comprises the author's thoughts along with information from other sources. The document then discusses how stated company values often differ from real values as shown through rewards and promotions. Nine behaviors and skills that are particularly valued in colleagues are then outlined: judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. The document emphasizes embracing these nine values to give the best chance of continuous success over generations.
The document defines the sales culture at NA Sales as valuing high performance from everyone according to 9 core values and 8 principles. It emphasizes attracting and retaining top talent through a commitment to top of market pay. Management aims to create a context of transparency, empowerment and alignment around goals rather than controlling employees. The culture promotes responsibility, innovation and self-discipline from workers through flexibility and freedom balanced with accountability.
Leveraging Core Values for Healthier, More Productive TeamsTechWell
Although all teams require a healthy level of interaction, high-performing teams' interactions are all based on trust, respect, and shared goals. Such teams find ways to overcome the fear of conflict, and quickly identify and resolve issues that are getting in the way. Scott Ross shares how, when the Omnyx software R&D department determined their culture was hindering performance, they crafted a core values statement that has served them well for the past three years. Scott describes the ways they proactively and intentionally use their value statement to drive the culture they seek and discusses the results they have achieved. Take back the list of resources that Scott uses daily to help himself and others see how their actions add to and take away from their core values. Return to the office prepared to use this same process with your team and start on the road to a high-performing team whose members love to come to work every day.
The document describes the founding of Thread by Kieran O'Neill and his co-founders. They had previously sold a successful company and were discussing their next venture over beers. They realized they were most fulfilled by working on ambitious problems with excellent teammates who shared their values. This inspired them to start Thread, focusing on an ambitious mission to reshape the clothing industry using stylists and AI, building an incredible team through rigorous recruiting practices, and upholding values of impact and excellence.
At TaxiForSure, we have been able to attract terrific talent since our inception. Our Culture is the core of our DNA. We believe that our Culture is what will give our company, and our people, success in the long run. Just as the way we would like to revolutionize the way people commute, we would like to use our Culture to revolutionize the way our teams communicate and align. This is what will help us attract the right people and bind us as a team during our journey of explosive growth.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Unlock the full potential of the MECE (Mutually Exclusive, Collectively Exhaustive) Principle with this comprehensive PowerPoint deck. Designed to enhance your analytical skills and strategic decision-making, this presentation guides you through the fundamental concepts, advanced techniques, and practical applications of the MECE framework, ensuring you can apply it effectively in various business contexts.
The MECE Principle, developed by Barbara Minto, an ex-consultant at McKinsey, is a foundational tool for structured thinking. Minto is also renowned for the Minto Pyramid Principle, which emphasizes the importance of logical structuring in writing and presenting ideas. This presentation includes a clear explanation of the MECE principle and its significance. It offers a detailed exploration of MECE concepts and categories, highlighting how to create mutually exclusive and collectively exhaustive segments. You will learn to combine MECE with other powerful business frameworks like SWOT, Porter's Five Forces, and BCG Matrix. Discover sophisticated methods for applying MECE in complex scenarios and enhancing your problem-solving abilities. The deck also provides a step-by-step guide to performing thorough and structured MECE analyses, ensuring no aspect is overlooked. Insider tips are included to help you avoid common mistakes and optimize your MECE applications.
The presentation features illustrative examples from various industries to show MECE in action, providing practical insights and inspiration. It includes engaging group activities designed for the practice of the MECE principle, fostering collaborative learning and application. Key takeaways and success factors for mastering the MECE principle and applying it in your professional work are also covered.
The MECE Principle presentation is meticulously designed to provide you with all the tools and knowledge you need to master the MECE principle. Whether you're a business analyst, manager, or strategist, this presentation will empower you to deliver insightful and actionable analysis, drive better decision-making, and achieve outstanding results.
LEARNING OBJECTIVES:
1. Understand the MECE Principle
2. Improve Analytical Skills
3. Apply MECE Framework
4. Enhance Decision-Making
5. Optimize Resource Allocation
6. Facilitate Strategic Planning
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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2. Reference Guide on our
Freedom & Responsibility
Culture
These slides are meant for reading,
rather than presenting
2
3. Freedom & Responsibility
Applies to our
Salaried Employees
Our hourly employees are important,
but have more structured job roles
3
4. Culture: what gives Netflix
the best chance of
continuous success
for many generations
of technology and people?
4
5. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
5
7. Enron Had A Nice-Sounding
Value Statement with 4 Values
• Integrity
• Communication
• Respect
• Excellence
Enron headquarters
7
Their 4 values were chiseled in
marble in the main lobby, but
had little to do with the real
values of the organization
8. The real company values,
as opposed to the
nice-sounding values,
are shown by who gets
rewarded, promoted, or let go
8
9. Real company values are the
behaviors and skills
that we particularly value
in fellow employees
9
11. You make wise decisions
(people, technical, business, and
creative) despite ambiguity
You identify root causes, and get
beyond treating symptoms
You think strategically, and can
articulate what you are, and are
not, trying to do
You smartly separate what must
be done well now, and what can
be improved later
11
Judgment
12. 12
Communication
You listen well, instead of
reacting fast, so you can better
understand
You are concise and articulate in
speech and writing
You treat people with respect
independent of their status or
disagreement with you
You maintain calm poise in
stressful situations
13. 13
Impact
You accomplish amazing
amounts of important work
You demonstrate consistently
strong performance so
colleagues can rely upon you
You focus on great results rather
than on process
You exhibit bias-to-action, and
avoid analysis-paralysis
14. 14
Curiosity
You learn rapidly and eagerly
You seek to understand our
strategy, market, subscribers,
and suppliers
You are broadly knowledgeable
about business, technology and
entertainment
You contribute effectively
outside of your specialty
15. 15
Innovation
You re-conceptualize issues to
discover practical solutions to
hard problems
You challenge prevailing
assumptions when warranted,
and suggest better approaches
You create new ideas that prove
useful
You keep us nimble by
minimizing complexity and
finding time to simplify
16. 16
Courage
You say what you think even if it
is controversial
You make tough decisions
without excessive agonizing
You take smart risks
You question actions
inconsistent with our values
17. 17
Passion
You inspire others with your
thirst for excellence
You care intensely about Netflix'
success
You celebrate wins
You are tenacious
18. 18
Honesty
You are known for candor and
directness
You are non-political when you
disagree with others
You only say things about fellow
employees you will say to their
face
You are quick to admit mistakes
19. 19
Selflessness
You seek what is best for Netflix,
rather than best for yourself or
your group
You are ego-less when searching
for the best ideas
You make time to help
colleagues
You share information openly
and proactively
20. Judgment
You make wise decisions (people, technical,
business, and creative) despite ambiguity
You identify root causes, and get beyond treating
symptoms
You think strategically, and can articulate what
you are, and are not, trying to do
You smartly separate what must be done well
now, and what can be improved later
Innovation
You re-conceptualize issues to discover practical
solutions to hard problems
You challenge prevailing assumptions when
warranted, and suggest better approaches
You create new ideas that prove useful
You keep us nimble by minimizing complexity
and finding time to simplify
Impact
You accomplish amazing amounts of important
work
You demonstrate consistently strong
performance so colleagues can rely upon you
You focus on great results rather than on process
You exhibit bias-to-action, and avoid analysis-
paralysis
Curiosity
You learn rapidly and eagerly
You seek to understand our strategy,
market, subscribers, and suppliers
You are broadly knowledgeable about business,
technology and entertainment
You contribute effectively outside of your
specialty
Communication
You listen well, instead of reacting fast, so you
can better understand
You are concise and articulate in speech and
writing
You treat people with respect independent of
their status or disagreement with you
You maintain calm poise in stressful situations
Courage
You say what you think even if it is controversial
You make tough decisions without excessive
agonizing
You take smart risks
You question actions inconsistent with our values
Honesty
You are known for candor and directness
You are non-political when you disagree with
others
You only say things about fellow employees you
will say to their face
You are quick to admit mistakes
Selflessness
You seek what is best for Netflix, rather than best
for yourself or your group
You are ego-less when searching for the best
ideas
You make time to help colleagues
You share information openly and proactively
Passion
You inspire others with your thirst for excellence
You care intensely about Netflix' success
You celebrate wins
You are tenacious
We Want to Work with People Who Embody These Nine Values 20
21. “You question actions
inconsistent with our values”
Part of the Courage value
Akin to the honor code pledge:
“I will not lie, nor cheat, nor steal, nor tolerate those who do”
All of us are responsible for value consistency
21
22. Values reinforced in hiring,
in 360 reviews, at comp review, in
exits, and in promotions
22
23. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
23
24. Imagine if every person at Netflix
is someone you
respect and learn from…
24
25. Great Workplace is
Stunning Colleagues
Great workplace is not day-care, espresso, health
benefits, sushi lunches, nice offices,
or big compensation,
and we only do those that are efficient at
attracting stunning colleagues
25
27. But, unlike many companies,
we practice “adequate performance
gets a generous severance
package.”
27
28. We’re a team, not a family
We’re like a pro sports team,
not a kid’s recreational team
Coaches’ job at every level of Netflix
to hire, develop and cut smartly,
so we have stars in every position
28
29. The Keeper Test Managers Use:
“Which of my people,
if they told me
they were leaving in two months
for a similar job at a peer company,
would I fight hard to keep at Netflix?
29
30. The Keeper Test Managers Use:
“Which of my people,
if they told me
they were leaving in two months
for a similar job at a peer company,
would I fight hard to keep at Netflix?
30
The other people should get a generous severance now,
so we can open a slot to try to find a star for that role
31. Honesty Always
To avoid surprises, you should periodically
ask your manager: “If I told you I were
leaving, how hard would you work to
change my mind to stay at Netflix?”
31
33. Loyalty is Good
• Loyalty is good as a stabilizer
• People who have been stars for us, and hit a bad
patch, get a near term pass because we think
they are likely to become stars for us again
• We want the same: if Netflix hits a temporary
bad patch, we want people to stick with us
• But unlimited loyalty to a shrinking firm, or to an
ineffective employee, is not what we are about
33
34. Hard Work – Not Directly Relevant
• It’s about effectiveness – not effort – even
though effectiveness is harder to assess than
effort
• We don’t measure people by how many
evenings or weekends they are in their cube
• We do try to measure people by how much,
how quickly and how well they get work done
– especially under deadline
34
35. Brilliant Jerks
• Some companies tolerate them
• For us, the cost to teamwork is too high
• Diverse styles are fine – as long as person
embodies the 9 values
35
36. Why are we so manic on
high performance?
In procedural work, the best are 2x
better than the average.
In creative work, the best are 10x
better than the average, so huge premium on
creating effective teams of the best
36
37. Why are we so manic on
high performance?
Great Workplace is
Stunning Colleagues
37
38. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
38
39. The Rare Responsible Person
• Self motivating
• Self aware
• Self disciplined
• Self improving
• Acts like a leader
• Doesn’t wait to be told what to do
• Never feels “that’s not my job”
• Picks up the trash lying on the floor
• Behaves like an owner
39
41. Our model is to increase
employee freedom as we grow,
rather than limit it, to continue to
attract and nourish
innovative people,
so we have better chance of
long-term continued success
41
46. Growth Shrinks Talent Density
in Most Firms
% High Performance Employees
Complexity
46
47. Chaos Emerges
% High Performance Employees
Chaos and errors spikes here – business
has become too complex to run
informally with this talent level Complexity
47
48. Process Emerges to Stop the Chaos
Procedures
No one loves process, but
feels good compared to the
pain of chaos
48
50. Strong Near-Term Outcome
• A highly-successful process-driven company
– With leading share in its market
– Minimal thinking required
– Few mistakes made – very efficient
– Few curious innovator-mavericks remain
– Very optimized processes for its existing market
50
51. Then the Market Shifts…
• Market shifts due to new technology or new
competitors or new business models
• Company is unable to adapt quickly, because
the employees are extremely good at
following the existing processes, and process
adherence is the value system
• Company generally grinds painfully into
irrelevance, due to inability to respond to the
market shift
51
52. Seems Like Three Bad Options
1. Stay creative by staying small
2. Try to avoid rules as you grow, suffer chaos
3. Use process as you grow to drive efficient
execution of current model, but cripple
creativity, innovation, flexibility, and ability
to thrive when market inevitably shifts
52
53. A Fourth Option
• Avoid Chaos as you grow with Ever More High
Performance People – not with Rules
• Then you can continue to run informally with
self-discipline and avoid chaos
• The run informally part is what enables and
attracts creativity
53
54. The Key: Increase Talent Density
faster than Complexity Grows
% High Performance Employees
Business Complexity
54
55. Increase Talent Density
• Top of market compensation
• Attract hi-value people through
freedom to make impact
• Be demanding about high
performance culture
% High Performance Employees
55
56. Minimize Complexity Growth
Business Complexity
• Few big products vs many small ones
• Eliminate distracting complexity (barnacles)
• Value simplicity
56
57. With the Right People,
Instead of a
Culture of Process Adherence,
Culture of
Freedom and Responsibility,
Innovation and Self-Discipline
57
59. Freedom is not absolute.
Like “free speech”
there are some
limited exceptions to
“freedom at work”
59
60. Two Types of Necessary Rules
1. Prevent irrevocable disaster
– E.g. Financials produced are wrong
– E.g. Hackers steal our customers’ credit card info
1. Moral, ethical, legal issues
– E.g. Dishonesty, harassment are intolerable
60
61. Mostly, Though, Rapid Recovery is
the Right Model
• Just fix problems quickly
– High performers make very few errors
• We’re in a creative-inventive market, not a
safety-critical market like medicine or nuclear
power
• You may have heard preventing error is
cheaper than fixing it
– Yes, in manufacturing or medicine, but…
– Not so in creative environments
61
62. “Good” vs “Bad” Processes
• “Good” processes help talented people get more done
– Web site push every two weeks rather than random
– Spend within budget each quarter so don’t have to
coordinate every spending decision across departments
– Regularly scheduled strategy and context meetings
• “Bad” processes try to prevent recoverable mistakes
– Get pre-approvals for $5k spending
– 3 people to sign off on banner ad creative
– Permission needed to hang a poster on a wall
– Multi-level approval process for projects
– Get 10 people to interview each candidate
62
63. Rule Creep
• “Bad” processes tend to creep in
– Preventing errors just sounds so good
• We try to get rid of rules when we can, to
reinforce the point
63
64. Example: Netflix Vacation Policy
and Tracking
Until 2004 we had the standard
model of N days per year
64
65. Meanwhile…
We’re all working online some nights
and weekends, responding to emails at
odd hours, and taking an afternoon
now and then for personal time.
65
66. An employee pointed out…
We don’t track hours worked per day
or per week, so why are we tracking
days of vacation per year?
66
67. We realized…
We should focus on what people get done,
not how many hours or days worked. Just
as we don’t have an 9-5 day policy, we don’t
need a vacation policy.
67
69. Netflix Vacation Policy
and Tracking
“there is no policy or tracking”
“There is also no clothing policy at Netflix, but no one has
come to work naked lately.” – Patty McCord, 2004
Lesson: you don’t need detailed policies for everything.
69
71. Most companies have complex
policies around what you can
expense, how you travel, what gifts
you can accept, etc.
Plus they have whole departments
to verify compliance
with these policies.
71
73. “Act in Netflix’s Best Interests”
Generally Means…
1. Expense only what you would otherwise not
spend, and is worthwhile for work.
2. Travel as you would if it were your own money.
3. Disclose non-trivial vendor gifts.
4. Take from Netflix only when it is inefficient to
not take, and inconsequential.
– “taking” means, for example, printing personal
documents at work or making personal calls on work
phone: inconsequential and inefficient to avoid
73
74. Freedom and Responsibility
• Many people say one can’t do it at scale
• But since going public in 2002, which is
traditionally the beginning of the end for
freedom, we’ve increased talent density and
employee freedom substantially.
74
75. Summary of
Freedom & Responsibility:
As We Grow, Minimize Rules.
Inhibit Chaos with Ever More
High Performance People.
Flexibility is More Important
than Efficiency in the Long Term
75
76. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
76
77. "If you want to build a ship, don't
drum up the people to gather wood,
divide the work, and give orders.
Instead, teach them to yearn for the
vast and endless sea."
-Antoine De Saint-Exupery,
Author of The Little Prince
77*translation uses ‘people’ instead of ‘men’ to modernize
78. The best managers figure out how
to get great outcomes by setting the
appropriate context, rather than by
trying to control their people
78
79. Context, not Control
Context
• Strategy
• Metrics
• Assumptions
• Objectives
• Clearly-defined roles
• Knowledge of the stakes
• Transparency around
decision-making
Control
• Top-down decision-making
• Management approval
• Committees
• Planning and process valued
more than results
Provide the insight and understanding to enable sound decisions
79
80. Exceptions
• Control can be important in emergency
– No time to take long-term capacity-building view
• Control can be important when someone is
still learning their area
– Takes time to pick up the necessary context
• Control can be important when you have the
wrong person in a role
– Temporarily, no doubt
80
81. Managers: When one of your
talented people
does something dumb,
don’t blame them.
Instead,
ask yourself what context
you failed to set.
81
82. Managers: 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?
82
83. Good Context
• Link to company/functional goals
• Relative priority (how important/how time sensitive)
– Critical (needs to happen now), or…
– Nice to have (when you can get to it)
• Level of precision & refinement
– No errors (credit cards handling, etc…), or…
– Pretty good / can correct errors (website), or…
– Rough (experimental)
• Key stakeholders
• Key metrics / definition of success
83
85. Investing in Context
This is why we do new employee
college, and why we are so open
internally about strategies and results
85
86. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
86
87. Three Models of Corporate Teamwork
1. Tightly-Coupled Monolith
2. Independent Silos
3. Highly Aligned, Loosely Coupled
87
88. Tightly-Coupled Monolith
• Senior management reviews and approves
nearly all tactics
• Lots of x-departmental buy-in meetings
• Keeping other groups in agreement has equal
precedence with pleasing customers
• Mavericks get exhausted trying to innovate
• Highly coordinated through centralization, but
very slow, and slowness increases with size
88
89. Independent Silos
• Each group executes on their objectives with
little coordination
• Work that requires coordination suffers
• Alienation and suspicion between
departments
• Only works well when areas are independent
– e.g. GE: aircraft engines and Universal Studios
89
91. Highly Aligned, Loosely Coupled
• Highly Aligned
– Strategy and goals are clear, specific, broadly understood
– Team interactions are on strategy and goals rather than tactics
– Requires large investment in management time to be
transparent and articulate and perceptive and open
• Loosely Coupled
– Minimal cross-functional meetings except to get aligned on
goals and strategy
– Trust between groups on tactics without previewing/approving
each one – groups can move fast
– Leaders reaching out proactively for ad-hoc coordination and
perspective as appropriate
– Occasional post-mortems on tactics necessary to increase
alignment
91
93. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
93
94. Pay Top of Market is Core to
High Performance Culture
One outstanding employee gets more done
and costs less than two adequate
employees
We endeavor to have only
outstanding employees
94
95. Three Tests for Top of Market
for a Person
1. What could person get elsewhere?
2. What would we pay for replacement?
3. What would we pay to keep person?
– If they had a bigger offer elsewhere
95Confidential
96. Takes Great Judgment
• Goal is to keep each employee at top of
market for that person
– Pay them more than anyone else likely would
– Pay them as much as a replacement would cost
– Pay them as much as we would pay to keep them
if they had higher offer from elsewhere
96
97. Titles Not Very Helpful
• Lots of people have the title “Major League
Pitcher” but they are not all equally effective
• Similarly, all people with the title “Senior
Marketing Manager” or “Director of
Engineering” are not equally effective
• So the art of compensation is answering the
Three Tests for each employee
97
98. Annual Comp Review
• Hiring is market-based at many firms, but at
Netflix we also make the annual comp review
market-based
– Applies same lens as hiring
• Essentially, rehiring each employee each year,
for purposes of comp
– At annual comp review, manager has to answer
the Three Tests for the personal market for each
of their employees
98Confidential
99. No Fixed Budgets
• There are no centrally administered “raise
pools” each year
• Instead, each manager aligns their people to
market each year – the market will be
different in different areas
99
100. Annual Comp Review
• Some people will move up in comp very
quickly because their value in the marketplace
is moving up quickly, driven by increasing skills
and/or great demand for their area
• Some people will move down or stay flat
because their value in the marketplace has
moved down or stayed flat
– Depends in part on inflation and economy
– Still top of market, though, for that person
100
101. Compensation Not Dependent
on Netflix Success
• Whether Netflix is prospering or floundering,
we pay at the top of the market
– i.e., sports teams with losing records still pay
talent the market rate
• Employees can choose how much they want
to link their economic destiny to Netflix
success or failure by deciding how much
Netflix stock or stock options they want to
own
101
102. Bad Ideas
• Manager sets pay at Nth percentile of title-
linked compensation data
– The “Major League Pitcher” problem
• Manager cares about internal parity instead of
external market value
– Fairness in comp is being true to the market
• Manager gives everyone a 4% raise
– Very unlikely to reflect the market
102
103. When Top of Market Comp
Done Right...
• Nearly all ex-employees will take a step down
in comp for their next job
• We will rarely counter with higher comp when
someone is voluntarily leaving because we
have already moved comp to our max for that
person
• Employees will feel they are getting paid well
relative to their other options in the market
103
104. Versus Traditional Model
• Traditional model is good prior year earns a
raise, independent of market
– Problem is employees can get materially under- or
over-paid relative to the market, over time
– When materially under-paid, employees switch
firms to take advantage of market-based pay on
hiring
– When materially over-paid, employees are
trapped in current firm
• Consistent market-based pay is better model
104
105. Employee Success
• It’s pretty ingrained in our society that the size of
one’s raise is the indicator of how well one did
the prior year – but at Netflix there are other
factors too – namely, the outside market
• In our model, employee success is big factor in
comp because it influences market value
– In particular, how much we would pay to keep the
person
– But employee success is not the only factor in comp,
so the linkage of prior year performance to raise size
is weak
105
106. Good For Each Employee to
Understand Their Market Value
• It a healthy idea, not a traitorous idea, to
understand what other firms would pay you,
by interviewing and talking to peers at other
companies
– Talk with your manager about what you find
– Minor exception: interviewing with groups that
directly compete with Netflix, because their
motive is in part confidential information
106
107. Efficiency
• Big salary is the most efficient form of comp
– Most motivating for any given expense level
– No bonuses – just include in salary – so much simpler
– No free stock options – just big salary
– Great health plan options, but high employee co-pay
– No philanthropic match
– Instead, put all that expense into big salaries
– Give people big salaries, and the freedom to spend as
they think best
107
108. Optional Options
• Employees can request to trade salary for stock
options, if they wish
• The options are fully vested, granted monthly,
and cost employees in pre-tax salary
approximately half of what such an option would
cost in the open market
• Options ultimately valuable only if Netflix stock
climbs over the next 10 years
• Investing in Netflix stock or stock options lets one
participate in Netflix success or failure at
whatever level is comfortable for employee
108
109. Seven Aspects of our Culture
• High Performance
• Values are what we Value
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
109
110. In some time periods, in some
groups, there will be lots of
opportunity and growth at Netflix
Some people, through both luck and
talent, will have extraordinary career
growth
110
111. Baseball Analogy: Minors to
Majors
• Very talented people usually get to move up, but
only true for the very talented
• Some luck in terms of what positions open up
and what the competition is
• Some people move to other teams to get the
opportunity they want
• Great teams keep their best talent
• Some minor league players keep playing even
though they don’t move up because they love
the game
111
112. Netflix Doesn’t Have to be for Life
• In some times, in some groups, there may not
be enough growth opportunity for everyone
• In which case we should celebrate someone
leaving for a bigger job that we didn’t have
available to offer them
• If that is what the person prefers
112
113. Two Necessary Conditions
for Promotion
• Job has to be big enough
– We might have an incredible manager of something,
but we don’t need a director of it because job isn’t big
enough
• If the incredible manager left, we would replace with
manager, not with director
• Person has to be a superstar in current role
– Could get the next level job here if applying from
outside and we knew their talents well
– Could get the next level job at peer firm that knew
their talents well
113
114. Timing
• If manager would promote employee to keep
them if employee were thinking of leaving,
manager should promote now, and not wait
• Both tests still have to be passed
– Job big enough
– Superstar in current role
114
115. Development
• 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 work is
what kills progress of a person’s skills
115
116. Development
• Formalized development is rarely effective,
and we don’t try to do it
– E.g. Courses, mentor assignment, rotation around
a firm, multi-year career paths, etc.
• High performance people are generally self-
improving through experience, observation,
introspection, reading and discussion
– As long as they have stunning colleagues and big
challenges
116
117. Individuals should manage their own
career paths, and not rely on a
corporation for planning their
careers
Like retirement planning – safer as
individual responsibility
117
118. Individual’s economic security is
based upon their
skills and reputation
We try hard to consistently provide
opportunity to grow both
118
119. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
119
120. Why is culture important?
What is our culture trying to
support?
120
121. Culture is How a Firm Operates
What practices give Netflix the best
chance of continuous success for many
generations of technology and people?
121
123. Need a culture that supports
rapid innovation and
excellent execution
123
124. Need a culture that supports
rapid innovation and
excellent execution
124
Both are required for
continuous growth
There is tension between these two
goals; between creativity and discipline
125. Need a culture that supports
effective teamwork of
high-performance
people
125
126. Need a culture that supports
effective teamwork of
high-performance
people
126
High performance people and effective teamwork
can be in tension also – stars have strong opinions
127. Need a culture that avoids the
rigidity, politics, mediocrity, and
complacency that infects most
organizations as they grow
127
128. This slide deck is our current best
thinking about maximizing our
likelihood of continuous success
128
129. Our culture is a work in progress
Every year we try to refine our
culture further as we learn more
129