Netflix Culture Deck · 2019. 11. 13. · 2. High Performance (ఋਗ성과) 3. Freedom &...

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Netflix Culture Deck 출처: 구버전: SLIDESHARE: Netflix Culture Freedom & Responsibility https://www.slideshare.net/watchncompass/freedom-responsibility-culture (한글버전) https://www.slideshare.net/reed2001/culture-1798664 (원문 버전) 신버전: https://jobs.netflix.com/culture 갈무리: 백충현 2019-08-16

Transcript of Netflix Culture Deck · 2019. 11. 13. · 2. High Performance (ఋਗ성과) 3. Freedom &...

Page 1: Netflix Culture Deck · 2019. 11. 13. · 2. High Performance (ఋਗ성과) 3. Freedom & Responsibility (유와) 4. Context, not Control (통제가আ닌, ݒ락) 5. Highly Aligned,

Netflix Culture Deck

출처:

구버전: SLIDESHARE: Netflix Culture Freedom & Responsibility https://www.slideshare.net/watchncompass/freedom-responsibility-culture (한글버전)https://www.slideshare.net/reed2001/culture-1798664 (원문 버전)

신버전: https://jobs.netflix.com/culture

갈무리: 백충현2019-08-16

Page 2: Netflix Culture Deck · 2019. 11. 13. · 2. High Performance (ఋਗ성과) 3. Freedom & Responsibility (유와) 4. Context, not Control (통제가আ닌, ݒ락) 5. Highly Aligned,
Page 3: Netflix Culture Deck · 2019. 11. 13. · 2. High Performance (ఋਗ성과) 3. Freedom & Responsibility (유와) 4. Context, not Control (통제가আ닌, ݒ락) 5. Highly Aligned,

구성

그림을 클릭하시면 해당 페이지로 이동합니다(slideshow mode에서)

Page 4: Netflix Culture Deck · 2019. 11. 13. · 2. High Performance (ఋਗ성과) 3. Freedom & Responsibility (유와) 4. Context, not Control (통제가আ닌, ݒ락) 5. Highly Aligned,

공개된 구 버전을 기준으로 번역된 것임

출처: Netflix Culture Freedom & Responsibility (slideshare) https://www.slideshare.net/watchncompass/freedom-responsibility-culture (한글버전)https://www.slideshare.net/reed2001/culture-1798664 (원문 버전)

Page 5: Netflix Culture Deck · 2019. 11. 13. · 2. High Performance (ఋਗ성과) 3. Freedom & Responsibility (유와) 4. Context, not Control (통제가আ닌, ݒ락) 5. Highly Aligned,

❖View

⚫ Total views 19,024,967

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⚫ Number of Embeds 11,797,372

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오픈 소스로 공개된 후 각종 통계 (2018-8-16 현재)

Page 6: Netflix Culture Deck · 2019. 11. 13. · 2. High Performance (ఋਗ성과) 3. Freedom & Responsibility (유와) 4. Context, not Control (통제가আ닌, ݒ락) 5. Highly Aligned,

❖ “우리는 탁월함을 추구한다““We Seek Excellence.”

Our culture focuses on helping us achieve excellence.

❖우리 문화의 목적은, 우리 스스로 탁월함을 이루는 것이다.

❖넷플릭스 문화의 일곱 가지 관점 7 Aspects of our Culture

1. Values are what we Value

(우리가 가치 있다고 여기는 것이 곧 가치이다)

2. High Performance (탁월한 성과)

3. Freedom & Responsibility (자유와 책임)

4. Context, not Control (통제가 아닌, 맥락)

5. Highly Aligned, Loosely Coupled

(강하게 정렬되고, 느슨하게 짝지어진)

1. Pay Top of Market (시장 최고의 보수)

2. Promotions & Development (승진과 계발)

기업 문화 – Corporate Culture

출처: https://www.slideshare.net/watchncompass/freedom-responsibility-culture

Page 7: Netflix Culture Deck · 2019. 11. 13. · 2. High Performance (ఋਗ성과) 3. Freedom & Responsibility (유와) 4. Context, not Control (통제가আ닌, ݒ락) 5. Highly Aligned,

❖가치있게 여기는 9가지 행동과 기술

⚫ 판단력 Judgement

⚫ 소통 Communication

⚫ 임팩트(결과) Impact

⚫ 호기심 Curiosity

⚫ 혁신 Innoation

⚫ 용기 Courage

⚫ 열정 Passion

⚫ 정직 Honesty

⚫ 이타적 행동 Selflessness

❖우리는 이 9가지의 가치가 내재된 직원들과일하길 원한다

❖이러한 가치들은 채용, 동료간 평가, 연봉협상, 퇴사와 승진에서 핵심 기준이 된다

❖Actual company values are the behaviors and skills that are valued in fellow employees.

1. Values are what we value

출처: https://www.slideshare.net/watchncompass/freedom-responsibility-culture

Page 8: Netflix Culture Deck · 2019. 11. 13. · 2. High Performance (ఋਗ성과) 3. Freedom & Responsibility (유와) 4. Context, not Control (통제가আ닌, ݒ락) 5. Highly Aligned,

❖넷플릭스의 근무하는 모든 사람들이 존경할만하고 배울만한 사람이면 어떤 사람일지 상상해 보자… Imagine if every person at Netflix is

someone you respect and learn from…

❖훌륭한 일터는 “멋진 동료들이 있는 곳”이다

❖다른 모든 회사가 그렇듯이 우리도 잘 채용하려고 애쓴다

❖여느 회사와 다른 점은 어지간한 성과를 내는사람들은 퇴직금을 많이 주면서 내보낸다는것이다

❖우리는 가족이 아니고 팀이다.⚫ 스포츠팀이지 레크리에이션팀이 아니다

⚫ 고용과 성장 해고를 현명하게 수행함으로써 모든 직위에 스타급 플레이어를 앉혀 놓을 수 있다

❖항상 정직하라⚫ 당신이 리더인 그룹의 단 한 사람도 단신이 던진 견해

와 관점에 놀라는 일이 없게 하라

❖항상 가치에 부합하는 일을 하고 있는지 의문을 가져라

❖ “나는 거짓말을 하지도, 사기를 치지도, 훔치지도, 묵인하지도 않을 것이다. 그 대상이 누가 되었든.”

❖우리는 최고가 되도록 서로 돕는다

❖높은 성과(performance)를 고집하는 이유⚫ 절차적인 일은 아무리 잘해도 평군 대비 두 배정도 성

과를 올리지만 창의적이고 독창적인 일은 잘하면 열 배의 성과를 낸다

⚫ 훌륭한 일터란 훌륭한 동료들이 있는 곳이기 때문이다

2. High Performance (1)

출처: https://www.slideshare.net/watchncompass/freedom-responsibility-culture

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❖열심히 일하는 것과는 관련이 없다⚫ 우리는 업무 시간을 포함해서, 사무실에 얼마나 오래

있는지 따지지 않는다

⚫ 멋진 일을 해내는 것에 집중한다

⚫ A급의 노력을 보였다 하더라도 B레벨의 성과가 지속되면, 퇴직금을 많이 주고 회사를 떠나도록 정중하게 권한다

⚫ 최소한의 노력으로도 A레벨의 성과가 지속되면, 권한을 더 주고 급여도 높인다

⚫ 우리는 (특히 데드라인 안에서) 얼마나 많이, 얼마나 빨리, 얼마나 일을 잘했는지를 중요하게 생각한다

❖똑똑한 싸가지⚫ 어떤 회사는 그들을 묵인한다

⚫ 우리의 경우, 이런 사람들과 효과적으로 협업하는 데드는 비용이 너무 크다고 생각한다

⚫ 스타일이 다양한 것은 좋다. 앞의 9가지 가치를 지킨다면 다양성을 인정한다

2. High Performance (2)

출처: https://www.slideshare.net/watchncompass/freedom-responsibility-culture

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❖드믈고 희귀한, 책임감 있는 사람⚫ 스스로 동기를 부여하는 사람

⚫ 스스로 자각하는 사람

⚫ 자기 수양이 된 사람

⚫ 스스로를 개선하는 사람

⚫ 리더처럼 행동하는 사람

⚫ 누가 무엇을 하라고 말하기 전까지 기다리지 않는 사람

⚫ 사무실 바닥의 휴지를 주워 버리는 사람

❖책임감 있는 사람은 자유 속에서 성장하고 자유를 누릴 가치가 있다

❖우리의 모델은 회사가 성장함에 따라 직원의자유를 제한하지 않고 오히려 늘려서 창의적인 사람을 계속 고용하고 키워가는 것이다. 우리는 이를 통해 지소적인 성장의 기회를 얻는다

❖올바른 사람에게는 절차가 깃든 문화 대신 창조성과 자기규율, 자유와 책임의 문화를 갖게한다

3. Freedom & Responsibility (1)

출처: https://www.slideshare.net/watchncompass/freedom-responsibility-culture

Page 11: Netflix Culture Deck · 2019. 11. 13. · 2. High Performance (ఋਗ성과) 3. Freedom & Responsibility (유와) 4. Context, not Control (통제가আ닌, ݒ락) 5. Highly Aligned,

❖자유는 완벽하지 않다⚫ “표현의 자유"와 같이 “일의 자유"에는 몇 가지 제한

된 예외 사항들이 있다

❖필요한 두 가지 규칙① 돌이킬 수 없는 재앙은 예방하라

➢ 금융상황이 악화되는 것

➢ 해커가 우리 고객들의 신용정보를 훔치는 것

② 도덕적 윤리적 법직인 문제들

➢ 정직하지 못하거나, 해를 끼치는 것은 용납되지 않는다

❖좋은 절차⚫ 사람들이 더 많은 것을 할 수 있게 돕는다

❖나쁜 절차⚫ 만회 가능한 실수까지 방지하려 한다

⚫ 몰래 생겨나기 시작한다. 그러한 점을 경계해서 가능할때마다 규칙을 없애려 했다

❖어떤 정책도 필요 없다

3. Freedom & Responsibility (2)

출처: https://www.slideshare.net/watchncompass/freedom-responsibility-culture

Page 12: Netflix Culture Deck · 2019. 11. 13. · 2. High Performance (ఋਗ성과) 3. Freedom & Responsibility (유와) 4. Context, not Control (통제가আ닌, ݒ락) 5. Highly Aligned,

❖출퇴근 정책도 체크도 없다

❖휴가 정책도 기록도 없다⚫ 정책이 없다고 해서 휴가가 없다는 말은 아니다

⚫ 리더들이 먼저 긴 휴가를 다녀와서 멋진 아이디어를 내놓는다

❖복장에 관한 규칙이 없다⚫ 아무도 발가벗고 출근하지 않는다

❖비용 지출, 출장, 접대, 선물에 대한 정책⚫ 넷플릭스에 가장 이로운 방향으로 행동하라

❖ “가장 이로운 방향으로 행동하라"의 의미⚫ 비용은 일하는데 가치가 있고 꼭 써야 하는 곳에만 사

용하기

⚫ 본인의 돈을 쓴다고 가정하여 출장비를 산정하기

⚫ 사소하지 않은 선물을 받았을 때는 알리기

⚫ ㄴ넷플릭스의 자원을 쓰지 않을 경우 비효율적이거나사소한 물건이면 그냥 사용하기 (회사 프린터 개인용으로 사용하거나 개인적인 전화 하는 행동 등)

❖요약⚫ 성장하면서도 규칙을 최소화하라

⚫ 뀌어난 직원을 채용함으로써 혼돈을 억제하라

⚫ 효율성보다 유연성을 갖는 것이 장기적으로 더 중요하다

3. Freedom & Responsibility (3) - 예

출처: https://www.slideshare.net/watchncompass/freedom-responsibility-culture

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“배를 만들고 싶다면, 사람들을 시켜 나무를 모으고 역할을 나누고 명령을 내리면서 북을 칠 것이 아니라 거대하고 끝없는 바다를 갈망하게 만들어라“ – 앙투안 드 생떽쥐베리

❖훌륭한 매니저는 사람들을 통제하는 대신 적절한 맥락을 설정하여 전달함으로써 어떻게좋은 결과를 얻을 수 있을지를 생각한다

맥락 (지향) 통제 (지양)

• 전략• 핵심 지표 설정• 가정, 추론 설정• 목적(목표) 설정• 명쾌하게 정의된 역할• 핵심 지식 숙지• 투명한 의사 결정 과정

• 상명하복식 결정• 승인(허가) 절차 관리• 위원회• 결과보다 계획과 절차중심적인 것

4. Context, not Control

❖좋은 맥락이란⚫ 회사/직무의 목표와 연결된

⚫ 우선순위와 관련된

⚫ 신중하고 개선된 관점

⚫ 핵심 이해 당사자

⚫ 핵심 지표

⚫ 성공의 정의

❖고성과자는 맥락을 ‘이해'하고 행동할 때 일을 더 잘 한다

❖이런 이유 때문에 하는 활동⚫ 신입 직원용 연수 과정

⚫ 빈번한 부서 모임

⚫ 전략과 결과의 공유

출처: https://www.slideshare.net/watchncompass/freedom-responsibility-culture

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❖기업 내 협업의 세 가지 모델1. 소수 핵심 구성원끼리 강하게 결속된 조직

2. 독립적인 의사결정 조직

3. 강하게 연결되어 있되 느슨하게 짝지어진 조직 (넷플릭스가 선택한 모델)

❖HALC 팀의 효율성은 고성과자 구성원과 좋은맥락에 달려 있다

❖넷플릭스가 거대하고 빠르고 유연하게 되는것이 목표다

❖ 강한 연결 (Highly Alighned)⚫ 전략과 목표가 명확하고 구체적이며 구성원 전체가

이해하고 있다

⚫ 팀 간 상호작용은 구체적인 행위(tactics)보다는 전략과 목표에 집중한다

⚫ 간단하고 표현이 분명하고 통찰력이 있으려면 관리에 많은 시간을 들여야 한다

❖느슨한 짝 (Loosely coupled)⚫ Cross-functional 미팅 최소화 (연결과 목표와 전략

에 의한 것은 제외)

⚫ 각 그룹은 서로의 행동(tactics)을 검토하거나 승인하지 않고 신뢰한다. 그러면 빨리 움직일 수 있다

⚫ 리더는 상황에 맞는 협동과 적절한 시각으로 상황을 주도해야 한다

⚫ 행동에 대한 주기적인 사후검토(post-mortems)는 연결성을 높이는데 필요하다

5. Highly Aligned, Loosely Coupled

출처: https://www.slideshare.net/watchncompass/freedom-responsibility-culture

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❖시장에서 가장 높은 보상을 지불하는 것이 최고의 성과를 내는 문화의 핵심이다⚫ 일반적인 두 명의 직원보다 한 명의 월등한 직원이 더

많은 성과를 거두면서 비용은 적게 든다

⚫ 우리는 뛰어난 직원만을 찾기 위해 노력한다

❖사람에 대해 시장가치를 책정하는 3가지 테스트1. 다른 회사에 가면 이 사람이 얼마를 맏고 일할까?

2. 이 돈을 다른 곳이 쓴다면?

3. 저 사람을 계속 붙잡기 위해 얼마를 지불할 것인가?

➢ 다른 회사에서 더 좋은 데안을 받을 수도 있다

❖동종 업계 최고의 급여로 대우⚫ 다른 어떤 회사보다 높은 대우

⚫ 대체 인력을 구하는 비용만큼 높은 대우

⚫ 다른 회사가 더 높은 임금을 제시한 사람에게 같은 조건을 제시

⚫ 회사가 잘나가든 그렇지 않든 항상 업계 최고의 임금지급

❖급여에 직함은 전혀 중요하지 않다

❖연봉 협상⚫ 업계의 임금상승률을 항상 적용한다

⚫ 필수적으로 업계 최고 임금 상승률을 매해 반영한다

⚫ 매년 있는 연봉 협상에서 관리자들은 각 직원이 속한직군의 인력 시장에 대한 세 가지 질문에 답해야 한다

6. Pay Top of Market (1)

출처: https://www.slideshare.net/watchncompass/freedom-responsibility-culture

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❖직원 각자가 몸값에 대해서 이해할 때의 장점

⚫ 다른 회사 사람들과 이야기하면서 그 회사가 나에게 줄

수 있는 임금 수준을 알아보는 것은 비열한 짓이 아니

라 정상적인 행동이다

⚫ 타회사에서 책정한 본인의 몸값을 매니저에게 이야기하

⚫ 회사의 비밀 정보에 대해서는 주의하라

❖효율

⚫ 고액 연봉은 복지정책 중 가장 효율적이다

➢ 보너스도 경조사 지원금도 없다

➢ 모든 비용은 고액 연봉으로 집중 투자하여 사람들이 알아서

쓸 수 있는 자유를 준다

⚫ 직원이 받을 연봉에서 현금과 주식 비율을 원하는 대로

설정할 수 있다

❖기타⚫ 연차별 보상이나 이연지급은 없다

⚫ 직원들을 줄 세우지 않는다

➢ 경쟁심이 생기는 것을 원하지 않는다

➢ 모든 직원들이 전 세계 인력 중 상위 10%가 되길 원한다

➢ 직원들끼리 서로 돕기를 원하고 그들은 그렇게 한다

6. Pay Top of Market (2)

출처: https://www.slideshare.net/watchncompass/freedom-responsibility-culture

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❖재능 있는 사람은 마이너에서 메이저로 올라간다⚫ 자리가 열리고 경쟁해서 이기는 것은 운

⚫ 원하는 것을 얻으려고 다른 팀으로 옮긴다

⚫ 위대한 팀은 고성과자를 유지한다

⚫ 어떤 마이너 리그 선수는 메이저 리그에 올라가지 못하더라도 야구를 사랑하기 때문에 경기를 계속한다

❖넷플릭스가 평생직장이 될 필요는 없다⚫ 때때로 어떤 팀에서는 성장의 기회가 충분하지 않을 수

도 있다

⚫ 그에게 똑 같은 제안을 할 수 없는 경우에는 더 큰 일과책임을 맡기 위해 이직하는 직원을 축하해야 한다

❖승진에 필요한 3가지 조건1. 해당 역할에서 할 일이 충분히 많은지

2. 현재 역할에서 최고의 기량을 발휘하고 있어야

3. 우리 문화와 가치를 훌륭하게 대변하는 사람이어야

❖ 승진 시기⚫ 만약 관리자가 어떤 직원의 퇴사를 막기 위해 승진시키

려고 한다면 즉시 승진시켜라

⚫ 그래도 위의 3가지는 통과해야 한다

❖자기계발⚫ 우리는 스스로 성장할 기회를 제공한다.

⚫ 주위에 뛰어난 동료들로 채우고 도전적인 업무를 계속해서 제공한다

⚫ 형식화된 계발(멘토 과제, 회사 직무 이동, career path등)은 하지 않는다

⚫ 뛰어난 사람들은 일반적으로 경험과 자기성찰 독서, 토론을 통해 스스로 발전한다

7. Promotions & Development

출처: https://www.slideshare.net/watchncompass/freedom-responsibility-culture

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2019년 8월 16일 현재 넷플릭스 사이트: jobs.Netflix.xom

출처: 신버전: https://jobs.netflix.com/culture

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Entertainment, like friendship, is a fundamental human need; it changes how we feel and gives us common ground. Netflix is better entertainment at lower cost and greater scale than the world has ever seen. We want to entertain everyone, and make the world smile.

This document is about our unusual employee culture.

Like all great companies, we strive to hire the best and we value integrity, excellence, respect, inclusivity, and collaboration. What is special about Netflix, though, is how much we:

1. encourage independent decision-making by employees (직원들의 독립적인 의사결정을 장려한다)

2. share information openly, broadly, and deliberately (정보를 공개적으로 광범위하게 그리고 치밀하게 공유한다)

3. are extraordinarily candid with each other (서로에게 극단적일 만큼 솔직할 것)

4. keep only our highly effective people (일 잘 하는 사람들로 채워라)

5. avoid rules (규칙은 없다)

Our core philosophy is people over process. More specifically, we have great people working together as a dream team. With this approach, we are a more flexible, fun, stimulating, creative, collaborative and successful organization.

What is special about Netflix?

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Many companies have value statements, but often these written values are vague and ignored. The real values of a firm are shown by who gets rewarded or let go. Below are our real values, the specific behaviors and skills we care about most. The more these values sound like you, and describe people you want to work with, the more likely you will thrive at Netflix.

Real Values

Judgement Selflessness

Communication Innovation

Curiosity Inclusion

Courage Integrity

Passion Impact

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❖You make wise decisions 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 are good at using data to inform your intuition

❖You make decisions based on the long term, not near term

Judgement

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❖You are concise and articulate in speech and writing

❖You listen well and seek to understand before reacting

❖You maintain calm poise in stressful situations to draw out the clearest thinking

❖You adapt your communication style to work well with people from around the

world who may not share your native language

❖You provide candid, helpful, timely feedback to colleagues

Communication

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❖You learn rapidly and eagerly

❖You contribute effectively outside of your specialty

❖You make connections that others miss

❖You seek to understand our members around the world, and how we entertain them

❖You seek alternate perspectives

Curiosity

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❖You say what you think, when it’s in the best interest of Netflix, even if it is

uncomfortable

❖You make tough decisions without agonizing

❖You take smart risks and are open to possible failure

❖You question actions inconsistent with our values

❖You are able to be vulnerable, in search of truth

Courage

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❖You inspire others with your thirst for excellence

❖You care intensely about our members and Netflix’s success

❖You are tenacious and optimistic

❖You are quietly confident and openly humble

Passion

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❖You seek what is best for Netflix, rather than what is best for yourself or your

group

❖You are open-minded in search of great ideas

❖You make time to help colleagues

❖You share information openly and proactively

Selflessness

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❖You create new ideas that prove useful

❖You re-conceptualize issues to discover solutions to hard problems

❖You challenge prevailing assumptions, and suggest better approaches

❖You keep us nimble by minimizing complexity and finding time to simplify

❖You thrive on change

Innovation

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❖You collaborate effectively with people of diverse backgrounds and cultures

❖You nurture and embrace differing perspectives to make better decisions

❖You are curious about how our different backgrounds affect us at work, rather than

pretending they don’t affect us

❖You recognize we all have biases, and work to grow past them

❖You intervene if someone else is being marginalized

Inclusion

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❖You are known for candor, authenticity, transparency, and being non-political

❖You only say things about fellow employees that you say to their face

❖You admit mistakes freely and openly

❖You treat people with respect independent of their status or disagreement with you

Integrity

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❖You accomplish amazing amounts of important work

❖You demonstrate consistently strong performance so colleagues can rely upon you

❖You make your colleagues better

❖You focus on results over process

Impact

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It’s easy to write admirable values; it’s harder to live them. In describing courage we say, “You question actions inconsistent with our values.” We want everyone to help each other live the values and hold each other responsible for being role models. It is a continuous aspirational stretch.

In describing integrity we say, “You only say things about fellow employees you say to their face.” This attribute is one of the hardest for new people to believe — and to learn to practice. In most situations, both social and work, those who consistently say what they really think about people are quickly isolated and banished. We work hard to get people to give each other professional, constructive feedback - up, down and across the organization - on a continual basis. Leaders demonstrate that we are all fallible and open to feedback. People frequently ask others, “What could I be doing better?” and themselves, “What feedback have I not yet shared?”

We believe we will learn faster and be better if we can make giving and receiving feedback less stressful and a more normal part of work life. Feedback is a continuous part of how we communicate and work with one another versus an occasional formal exercise. We build trust by being selfless in giving feedback to our colleagues even if it is uncomfortable to do so. Feedback helps us to avoid sustained misunderstandings and the need for rules. Feedback is more easily exchanged if there is a strong underlying relationship and trust between people, which is part of why we invest time in developing those professional relationships. We celebrate the people who are very candid, especially to those in more powerful positions. We know this level of candor and feedback can be difficult for new hires and people in different parts of the world where direct feedback is uncommon. We actively help people learn how to do this at Netflix through coaching and modeling the behaviors we want to see in every employee.

Real Values…

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A dream team1 is one in which all of your colleagues are extraordinary at what they do and are highly effective collaborators. The value and satisfaction of being on a dream team is tremendous. Our version of the great workplace is not sushi lunches, great gyms, fancy offices, or frequent parties. Our version of the great workplace is a dream team in pursuit of ambitious common goals, for which we spend heavily. It is on such a team that you learn the most, perform your best work, improve the fastest, and have the most fun.

To have an entire company comprise the dream team (rather than just a few small groups) is challenging. Unquestionably, we have to hire well. We also have to foster collaboration, embrace a diversity of viewpoints, support information sharing, and discourage politics. The unusual part is that we give adequate performers a generous2 severance package so that we can find a star for that position. If you think of a professional sports team, it is up to the coach to ensure that every player on the field is amazing at their position, and plays very effectively with the others. We model ourselves on being a team, not a family. A family is about unconditional love, despite, say, your siblings’ bad behavior. A dream team is about pushing yourself to be the best teammate you can be, caring intensely about your teammates, and knowing that you may not be on the team forever.

We have no bell curves or rankings or quotas such as “cut the bottom 10% every year.” That would be detrimental to fostering collaboration, and is a simplistic, rules-based approach we would never support. We focus on managers’ judgment through the “keeper test” for each of their people: if one of the members of the team was thinking of leaving for another firm, would the manager try hard to keep them from leaving? Those who do not pass the keeper test (i.e. their manager would not fight to keep them) are promptly and respectfully given a generous severance package so we can find someone for that position that makes us an even better dream team. Getting cut from our team is very disappointing, but there is no shame. Being on a dream team can be the thrill of a professional lifetime.

Dream Team (1)

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Given our dream team orientation, it is very important that managers communicate frequently with each of their team members about where they stand so surprises are rare. Also, it is safe for any employee at any time to check in with their manager by asking, “How hard would you work to change my mind if I were thinking of leaving?” In the tension between honesty and kindness, we lean into honesty. No matter how honest, though, we treat people with respect.

One might assume that with dream team focus, people are afraid of making mistakes. In fact, it’s the opposite. We try all kinds of things and make plenty of mistakes as we search for improvement. The keeper test is applied as a judgment of someone’s overall expected contribution.

Within a dream team, collaboration and trust work well because your colleagues are both exceptionally skilled at what they do, and at working well with others. In describing selflessness we say “You make time to help colleagues. You share information openly and proactively.” We want new colleagues to feel very welcome and get all the support they need to be effective.

People like loyalty, and it is great as a stabilizer. Employees with a strong track record at Netflix get leeway if their performance takes a temporary dip. Similarly, we ask employees to stick with Netflix through any short term dips. But unconditional allegiance to a stagnant firm, or to a merely-adequately-performing employee, is not what we are about.

On a dream team, there are no “brilliant jerks.” The cost to teamwork is just too high. Our view is that brilliant people are also capable of decent human interactions, and we insist upon that. When highly capable people work together in a collaborative context, they inspire each other to be more creative, more productive and ultimately more successful as a team than they could be as acollection of individuals.

Succeeding on a dream team is about being effective, not about working hard. Sustained “B” performance, despite an “A” for effort, gets a respectful severance package. Sustained “A” performance, even with modest level of effort, gets rewarded. Of course, to be great, most of us have to put in considerable effort, but hard work and long hours is not how we measure or talk about a person’s contribution.

Dream Team (2)

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Being on a dream team is not right for everyone, and that is OK. Many people value job security very highly, and would prefer to work at companies whose orientation is more about stability, seniority, and working around inconsistent employee effectiveness. Our model works best for people who highly value consistent excellence in their colleagues.

To help us attract and retain stunning colleagues, we pay employees at the top of their personal market. We make a good-faith estimate of the highest compensation each employee could make at peer firms, and pay them that maximum. Typically, we calibrate to market once a year. We do not think of these as “raises” and there is no raise pool to divide up. The market for talent is what it is. We avoid the model of “2% raise for adequate, 4% raise for great”. Some employees’ market value will rapidly rise (due both to their performance and to a shortage of talent in their areas) while other employees may be flat year-to-year, despite doing great work. At all times, we aim to pay all of our people at the top of their personal market.

Note that if our company experienced financial difficulty, we wouldn’t ask our employees to accept less pay. A sports team with a losing record still pays top of personal market for the players they hope will get them back into a winning position. On the other hand, if the company does well, our broadly distributed stock options become quite valuable.

Ultimately, your economic security is based on your skills and reputation, not on your seniority at one company. At Netflix, you learn a lot working on hard problems with amazing colleagues, and what you learn increases your market value. Knowing that other companies would quickly hire you if you left Netflix is comforting. We see occasional outside interviewing as healthy, and encourage employees to talk with their managers about what they learn in the process.

While our teammates are fantastic, and we work together very well, we know we can always do better. We strive to have calm confidence, and yet yearn to improve. We suck compared to how great we want to become.

Dream Team (3)

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There are companies where people walk by trash on the floor in the office, leaving it for someone else to pick it up, and there are companies where people in the office lean down to pick up the trash they see, as they would at home. We try hard to be the latter, a company where everyone feels a sense of responsibility to do the right thing to help the company at every juncture. Picking up the trash is the metaphor for taking care of problems, small and large, and never thinking “that’s not my job.” We don’t have rules about picking up the real or metaphoric trash. We try to create the sense of ownership so that this behavior comes naturally.

Our goal is to inspire people more than manage them. We trust our teams to do what they think is best for Netflix — giving them lots of freedom, power, and information in support of their decisions. In turn, this generates a sense of responsibility and self-discipline that drives us to do great work that benefits the company.

We believe that people thrive on being trusted, on freedom, and on being able to make a difference. So we foster freedom and empowerment wherever we can.

In many organizations, there is an unhealthy emphasis on process and not much freedom. These organizations didn’t start that way, but the python of process squeezed harder every time something went wrong. Specifically, many organizations have freedom and responsibility when they are small. Everyone knows each other, and everyone picks up the trash. As they grow, however, the business gets more complex, and sometimes the average talent and passion level goes down. As the informal, smooth-running organization starts to break down, pockets of chaos emerge, and the general outcry is to “grow up” and add traditional management and process to reduce the chaos. As rules and procedures proliferate, the value system evolves into rule following (i.e. that is how you get rewarded). If this standard management approach is done well, then the company becomes very efficient at its businessmodel — the system is dummy-proofed, and creative thinkers are told to stop questioning the status quo. This kind of organization is very specialized and well adapted to its business model. Eventually, however, over 10 to 100 years, the business model inevitably has to change, and most of these companies are unable to adapt.

To avoid the rigidity of over-specialization, and avoid the chaos of growth, while retaining freedom, we work to have as simple a business as we can given our growth ambitions, and to keep employee excellence rising. We work to have a company of self-disciplined people who discover and fix issues without being told to do so.

Freedom and Responsibility (1)

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We are dedicated to increasing employee freedom3 to fight the python of process. Some examples of how we operate with unusual amounts of freedom are: ⚫ We share documents internally broadly and systematically. Nearly every document is fully open for anyone to

read and comment on, and everything is cross-linked. Memos on each title’s performance, on every strategy decision, on every competitor, and on every product feature test are open for all employees to read. There are some leaks, but the value of highly-informed employees is well worth it.

⚫ There are virtually no spending controls or contract signing controls. Each employee is expected to seek advice and perspective as appropriate. “Use good judgment” is our core precept.

⚫ Our policy for travel, entertainment, gifts, and other expenses is 5 words long: “act in Netflix’s best interest.” We also avoid the compliance departments that most companies have to enforce their policies.

⚫ Our vacation policy is “take vacation.” We don’t have any rules or forms around how many weeks per year. Frankly, we intermix work and personal time quite a bit, doing email at odd hours, taking off weekday afternoons for kids’ games, etc. Our leaders make sure they set good examples by taking vacations, often coming back with fresh ideas, and encourage the rest of the team to do the same.

⚫ Our parental leave policy is: “take care of your baby and yourself.” New parents generally take 4-8 months.

⚫ Each employee chooses each year how much of their compensation they want in salary versus stock options. You can choose all cash, all options, or whatever combination suits you4. You choose how much risk and upside you want. These 10-year stock options are fully-vested and you keep them even if you leave Netflix.

⚫ There are no compensation handcuffs (vesting) requiring you to stay in order to get your money. People are free to leave at any time, without loss of money, and yet they overwhelmingly choose to stay. We want managers to create conditions where people love being here, for the great work and great pay.

Freedom and Responsibility (2)

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You might think that such freedom would lead to chaos. But we also don’t have a clothing policy, yet no one has come to work naked. The lesson is you don’t need policies for everything. Most people understand the benefits of wearing clothes at work.

There are a few important exceptions to our anti-rules pro-freedom philosophy. We are strict about ethical issues and safety issues. Harassment of employees or trading on insider information are zero tolerance issues, for example. Some information security issues, such as keeping our members’ payment information safe, have strict controls around access. Transferring large amounts of cash from our company bank accounts has strict controls. But these are edge cases.

In general, freedom and rapid recovery is better than trying to prevent error. We are in a creative business, not a safety-critical business. Our big threat over time is lack of innovation, so we should be relatively error tolerant. Rapid recovery is possible if people have great judgment. The seduction is that error prevention just sounds so good, even if it is often ineffective. We are always on guard if too much error prevention hinders inventive, creative work.

On rare occasion, freedom is abused. We had one senior employee who organized kickbacks on IT contracts for example. But those are the exceptions, and we avoid over-correcting. Just because a few people abuse freedom doesn’t mean that our employees are not worthy of great trust.

Some processes are about increased productivity, rather than error avoidance, and we like process that helps us get more done. One such process we do well is effective scheduled meetings. We have a regular cadence of many types of meetings; we start and end on time, and have well-prepared agendas. We use these meetings to learn from each other and get more done, rather than to prevent errors or approve decisions.

Freedom and Responsibility (3)

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For every significant decision there is a responsible captain of the ship who makes a judgment call after sharing and digesting others’ views. We avoid committees making decisions because that would slow us down, and diffuse responsibility and accountability.

We farm for dissent; dissent is not natural or easy, which is why we make a concerted effort to stimulate it. Many times, groups will meet about topics and debate them, but then afterwards someone needs to make a decision and be that “captain”.

Small decisions may be shared just by email, larger ones will merit a memo with discussion of the various positions, and why the captain made such a decision. The bigger a decision, the more extensive the dissent/assent gathering should be, usually in an open shared document.

We are clear, however, that decisions are not made by a majority or committee vote. We don’t wait for consensus, nor do we drive to rapid, uninformed decision making. When the captain of any particular decision is reasonably confident of the right bet for us to take, they decide and we take that bet. Afterwards, as the impact becomes clearer, we reflect on the decision, and see if we could do even better in the future.

Informed Captains

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If you disagree on a material issue, it is your responsibility to explain why you disagree, ideally in both

discussion and in writing. The back and forth of discussion can clarify the different views, and concise

writing of the core issues helps people reflect on what is the wise course, as well as making it easy to share

your views widely. The informed captain on that decision has the responsibility to welcome, understand, and

consider your opinions, but may not agree. Once the captain makes a decision, we expect everyone to help

make it as successful as possible. Later, if significant new information becomes available, it is fine to ask the

captain to revisit the topic. Silent disagreement is unacceptable and unproductive

Disagree Openly

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We want employees to be great independent decision makers, and to only consult their manager when they are unsure of the right

decision. The leader’s job at every level is to set clear context so that others have the right information to make generally great

decisions.

We don’t buy into the lore of CEOs, or other senior leaders, who are so involved in the details that their product or service becomes

amazing. The legend of Steve Jobs was that his micromanagement made the iPhone a great product. Others take it to new extremes,

proudly calling themselves nano-managers. The heads of major networks and studios sometimes make many decisions in the creative

process of their content. We do not emulate these top-down models because we believe we are most effective and innovative when

employees throughout the company make and own decisions.

We strive to develop good decision-making muscle everywhere in our company. We pride ourselves on how few, not how many,

decisions senior management makes. We don’t want hands-off management, though. Each leader’s role is to teach, to set context,

and to be highly informed of what is happening. The only way to figure out how the context setting needs to improve is to explore a

sample of the details. But unlike the micro-manager, the goal of knowing those details is not to change certain small decisions, but to

learn how to adjust context so more decisions are made well.

There are some minor exceptions to “context not control,” such as an urgent situation in which there is no time to think about proper

context and principles, or when a new team member hasn’t yet absorbed enough context to be confident, or when it’s recognized

that the wrong person is in a decision-making role (temporarily, no doubt).

We tell people not to seek to please their boss. Instead, seek to serve the business. It’s OK to disagree with your manager. It’s

never OK to hide anything. It’s OK to say to your manager, “I know you disagree, but I’m going to do X because I think it is a better

solution. Let me know if you want to specifically override my decision.” What we don’t want is people guessing what their manager

would do or want, and then executing on that guess.

Context not Control

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As companies grow, they often become highly centralized and inflexible. Symptoms include:

⚫ Senior management is involved in many small decisions

⚫ There are numerous cross-departmental buy-in meetings to socialize tactics

⚫ Pleasing other internal groups takes precedence over pleasing customers

⚫ The organization is highly coordinated and less prone to error, but slow and frustrating

We avoid this by being highly aligned and loosely coupled. We spend lots of time debating strategy together,

and then trust each other to execute on tactics without prior approvals. Often, two groups working on the

same goals won’t know of, or have approval over, their peer activities. If, later, the activities don’t seem

right, we have a candid discussion. We may find that the strategy was too vague or the tactics were not

aligned with the agreed strategy. And we discuss generally how we can do better in the future.

The success of a “Highly Aligned, Loosely Coupled” work environment is dependent upon the collaborative

efforts of high performance individuals and effective context. Ultimately, the end goal is to grow the

business for bigger impact while increasing flexibility and agility. We seek to be big, fast and nimble.

Highly Aligned, Loosely Coupled

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New employees often comment in their first few months that they are surprised how accurate this culture

description is to the actual culture they experience. Around the world, we live and create our culture

together. In fact, hundreds of our global employees contributed to this document.

We do not seek to preserve our culture — we seek to improve it. Every person who joins us helps to shape

and evolve the culture further. We find new ways to accomplish more together. Every few years we can feel

a real difference in how much more effectively we are operating than in the past. We are learning faster

than ever because we have more dedicated people with diverse perspectives trying to find better ways for

our talented team to work together more cohesively, nimbly and effectively.

Seeking Excellence

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As we wrote in the beginning, what is special about Netflix is how much we:

1. encourage independent decision-making by employees

2. share information openly, broadly, and deliberately

3. are extraordinarily candid with each other

4. keep only our highly effective people

5. avoid rules

Summary

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Antoine de Saint-Exupéry, the author of The Little Prince, shows us the way:

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.

Finally

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