No rules. Unique Netflix culture

A book about approaches and rules that helped to form a flexible, innovative and profitable business model of Netflix. Netflix co -founder Red Hastings talks about the formation of one of the most innovative, creative and successful companies in the world.
It is difficult to imagine a modern culture without Netflix - a giant with billions of profit, the leader and revolutionary of the entertainment industry. The company grew out of a small DVD delivery service largely due to extraordinary corporate culture. Netflix culture is focused on freedom and responsibility and works thanks to one rule: no rules. All this allows the company to remain flexible and keep up with the era of innovation.
Netflix ultura is unique. In it, a person costs above the processes, and innovation - higher than efficiency. Employees are paid above the market, but can be fired (with a generous weekend allowance) for good work, because they are waiting for outstanding. At any level, they require to give and accept feedback, but in return they provide complete freedom: you do not need to approve your vacation and strictly report for travel expenses. The decisions are made based on the good of the company, and not because of the opinion of the boss.
How it works and how it looks from the inside, the co -founder of Netflix Red Hastings and its co -author - professor of Insead Erin Meyer, who conducted many interviews with former and current employees of the company, say. The book inspires and allows you to take a fresh look at the goals and means of modern organizations, a personnel policy and much more.
Book chips
A frank story first -hand about the unique culture of Netflix
Universal principles
Unusual corporate culture
For whom the book
For managers and business owners.
For those interested in Netflix and the history of its development.
From the author
In the famous speech, when taking up the post of professor of Stanford University, Steve Jobs said: “The points cannot be connected in advance, they can only be connected by retroactively. It remains only to believe and hope that someday in the future the points will be formed in the drawing. It is necessary to trust at least something-inner voice, fate, life, karma, anything. This approach has never failed me and fundamentally changed my life. ”
Jobs is not alone. Sir Richard Branson is attributed to the mantra “Always connect
points. And on the website of the Fast Company business magazine an entertaining video is posted, where the guru design and business psychology David Bruer explains: how we “connect points” in life, due to our perception of reality, and, consequently, the decision-making mechanisms and conclusions that are conclusions that are conclusions that are. We make from our own experience.
The essence of these statements comes down to one thing: we must often think about the configuration of your points. In most organizations, they are always connected equally - as everyone else does and how they did before. Thus status quo is preserved. But one fine day a new person comes and connects the points differently, which is why the whole picture of the world changes.
This explains the Netflix phenomenon. Despite the sad story of Pure Softwary, Reid was not initially going to build a company with a unique ecosystem. He just sought more administrative flexibility. But then events and shifts occurred, which prompted him a fundamentally new configuration of corporate culture. Gradually, when all the elements developed into a single picture, he managed to understand - retroactively - what the properties of this culture determine the success of the company.
In this book, we will gradually, the chapter by the chapter, connect the points in the order in which they ourselves opened them as Netflix grew. In addition, we will analyze what role this configuration plays in the current life of the company, what experience we gained in the process of work, and how you can apply it to introduce the principle of freedom and responsibility in your organization