Netflix文化：自由与责任(中英文双语对照版)剖析共82页资料课件.ppt

1、1Netflix Culture:Netflix文化：Freedom&Responsibility自由与责任2We Seek Excellence我们寻求卓越Our culture focuses on helping us achieve excellence我们的文化聚焦于帮助自己达成卓越3Seven Aspects of our Culture文化的7个方面 Values are what we Value（价值观来自于我们推崇和珍视的价值）High Performance（追求高绩效）Freedom&Responsibility（自由和责任）Context,not Control（情景

2、管理而非控制）Highly Aligned,Loosely Coupled（认同一致，松散耦合）Pay Top of Market（支付市场最高工资）Promotions&Development（晋升和成长）4Many companies have nice sounding value statements displayed in the lobby,such as:众多公司在大堂展示动听的价值观，诸如：Integrity正直Communication沟通Respect尊重Excellence卓越5Enron,whose leaders went to jail,and which wen

3、t bankrupt from fraud,had these values displayed in their lobby:安然公司，高层入狱，公司因欺诈而破产，在它的大堂里展示着这些企业价值观：Integrity正直Communication沟通Respect尊重Excellence卓越(These values were not,however,what was really valued at Enron这些字眼显然并非是安然公司真正的价值观)6The actual company values,as opposed to the nice-sounding values,are s

4、hown by who gets rewarded,promoted,or let go公司真正的价值观和动听的价值观完全相反，是具体通过哪些人被奖励、被提升和被解雇来体现。7Actual company values are thebehaviors and skillsthat are valued in fellow employees真正的价值观是被员工所重视的行为和技能。8At Netflix,we particularly value the following nine behaviors and skills in our colleagues在Netflix，我们特别珍视以下

5、9项同事们拥有的行为和技能meaning we hire and promote people who demonstrate these nine也意味着我们雇佣和升迁能够体现这9项特质的员工9You make wise decisions(people,technical,business,and creative)despite ambiguity你在对人，对技术、对商务和对创新上能够做出明智的决定，摒弃模棱两可You identify root causes,and get beyond treating symptoms 你明辨事物根由，不为表象所惑You think strateg

6、ically,and can articulate what you are,and are not,trying to do 你能战略性思考，有自知之明，并努力做到You smartly separate what must be done well now,and what can be improved later 你能很聪明地分清楚哪些事现在必须完成，哪些事可以稍后跟进Judgment判断力10Communication沟通力You listen well,instead of reacting fast,so you can better understand 你善于聆听，而非快速反

7、驳。如此你能够更好地理解You are concise and articulate in speech and writing 你在说和写的时候简洁清晰You treat people with respect independent of their status or disagreement with you你待人接物心存敬意，不在意对方的身份，也不在意对方持有异议You maintain calm poise in stressful situations 在重压之下，你也能镇定自若11Impact影响力You accomplish amazing amounts of import

8、ant work 你能完成众多重要工作You demonstrate consistently strong performance so colleagues can rely upon you 你的同事能仰仗你持续输出的强大工作能力You focus on great results rather than on process 你注重结果而非过程You exhibit bias-to-action,and avoid analysis-paralysis 你偏好先发制人而非谋定后动12Curiosity好奇心You learn rapidly and eagerly 快速学习且渴望学习Y

9、ou seek to understand our strategy,market,customers,and suppliers努力理解公司的战略、市场、用户和供应商You are broadly knowledgeable about business,technology and entertainment 拥有对商业、技术和娱乐的广泛认知You contribute effectively outside of your specialty 在你专长之外也能有效提供贡献13Innovation创新You re-conceptualize issues to discover pract

10、ical solutions to hard problems你能重构概念以找出难题的特别解决之道 You challenge prevailing assumptions when warranted,and suggest better approaches你能挑战成见，给出更好的方法You create new ideas that prove useful 你能想出的新点子且被证实有效You keep us nimble by minimizing complexity and finding time to simplify 你能通过降低复杂度，找到简化时间的方法以保持公司的敏捷14

11、Courage勇气You say what you think even if it is controversial 你想说什么就说什么，哪怕有所争议You make tough decisions without agonizing 你能毫无痛苦地作出艰难决定You take smart risks 你能明智地冒险You question actions inconsistent with our values 你能质疑和我们价值观不一的行为15Passion热情You inspire others with your thirst for excellence 以你对卓越的渴望激励他人Y

12、ou care intensely about Netflixs success 你对公司的成功深系于心You celebrate wins 你热爱胜利You are tenacious你坚忍不拔16Honesty诚实You are known for candor and directness 众人认为你坦白直率You are non-political when you disagree with others 你不同意他人意见时并非出于公司政治的考量You only say things about fellow employees you will say to their face

13、你不背后议论他人You are quick to admit mistakes 你能很快承认错误17Selflessness无私You seek what is best for Netflix,rather than best for yourself or your group你寻求的是什么对Netflix最好，而不是什么对你自己和你的小团队最好 You are ego-less when searching for the best ideas 当大家一起找寻最佳方案时，你没有那么多自我要维护You make time to help colleagues 你愿意花时间帮助同事You s

14、hare information openly and proactively你能主动开放地分享资讯18Seven Aspects of our Culture文化的7个方面 Values are what we Value（价值观来自于我们推崇和珍视的价值）High Performance（追求高绩效）Freedom&Responsibility（自由和责任）Context,not Control（情景管理而非控制）Highly Aligned,Loosely Coupled（认同一致，松散耦合）Pay Top of Market（支付市场最高工资）Promotions&Developmen

15、t（晋升和成长）19Great Workplace is Stunning Colleagues最好的工作环境是拥有一群超级棒的同事Great workplace is not espresso,lush benefits,sushi lunches,grand parties,or nice offices最好的工作环境不在于上等咖啡、丰厚福利、日本料理、盛大派对和漂亮办公室 We do some of these things,but only if they are efficient at attracting and retaining stunning colleagues我们也会

16、做上述的事情，但那只是因为这样才能吸引和留住那些超级棒的同事。20Like every company,we try to hire well和许多公司一样，我们努力将招聘做好21Unlike many companies,we practice:和许多公司不一样，我们实行：adequate performance gets a generous severance package仅仅做到称职的员工，也要拿钱走人22Were a team,not a family我们是个团队，不是个家庭Were like a pro sports team,not a kids recreational te

17、am我们就像个专业运动队，而不是小孩子过家家Netflix leadershire,develop and cut smartly,so we have stars in every position因为Netflix的领导能够明智地聘用、培养和裁员，所以我们在每个岗位上都是明星员工23Pro Sports Team Metaphor is Good,but Imperfect专业运动队的比喻很好，但有瑕疵。Athletic teams have a fixed number of positions,so team members are always competing with each

18、 other for one of the precious slots运动队有固定的位置数量，所以成员们会为了宝贵的位置而相互竞争。24Corporate Team合作团队The more talent we have,the more we can accomplish,so our people assist each other all the time我们的团队能力越大，我们所取得的成就也就越大，所以我们的人始终彼此帮助。Internal“cutthroat”or“sink or swim”behavior is rare and not tolerated内部人员之间的倾轧行为非常

19、少见，而且不被容忍。25We Help Each Other To Be Great我们彼此帮助，共同成就。26Isnt Loyalty Good?忠诚有益？What about Hard Workers?如何对待勤奋员工？What about Brilliant Jerks?如何对待不羁天才？27Loyalty is Good忠诚有益 Loyalty is good as a stabilizer忠诚就像稳定器一样有益。People who have been stars for us,and hit a bad patch,get a near term pass because we t

20、hink they are likely to become stars for us again那些想成为明星员工的人表现低迷，会得到原谅，因为我们认为他们很有可能会再次成为我们的明星员工。We want the same:if Netflix hits a temporary bad patch,we want people to stick with us我们也想得到同样的回馈：如果Netflix遭遇短期低迷，我们希望员工会和我们紧密团结在一起。But unlimited loyalty to a shrinking firm,or to an ineffective employee,

21、is not what we are about但是，对于一个走下坡路的公司，或者对一个无效率的员工，无限度的忠诚并非我们所希望的。28Hard Work Not Relevant勤奋工作-并非切题 We dont measure people by how many hours they work or how much they are in the office我们不会用花了多少小时工作，或者有多少人呆在办公室里作为衡量员工和团队的标准。We do care about accomplishing great work我们只在意是否完成了伟大的工作成就。Sustained B-level

22、 performance,despite“A for effort”,generates a generous severance package,with respect持续做出B级的工作输出，不想着做到A级的效能，只能请他拿钱走人，客客气气的。Sustained A-level performance,despite minimal effort,is rewarded with more responsibility and great pay保持A级的工作输出，追求最大效用，将会被委以重任，酬以重金。29Brilliant Jerks不羁天才 Some companies tolera

23、te them 有些公司容忍他们。For us,cost to effective teamwork is too high 对于我们而言，这种人会使得保持团队效率的代价太大。Diverse styles are fine as long as person embodies the 9 values 保持多样性的风格很好，但这个人得体现出前述9种价值观。30Why are we so insistent on high performance?为什么我们对高效能如此坚持？In procedural work,the best are 2x 对于程序型的工作，顶级员工的输出量是一般员工的2倍。

24、better than the average.In creative/inventive work,the best are 10 x better than the average,对于创新型/创意型的工作，顶级员工的输出量是一般员工的10倍！so huge premium on creating effective teams of the best以顶级员工组成的高效团队就有那么大提升！31Why are we so insistent on high performance?为什么我们对高效能如此坚持？Great Workplace is Stunning Colleagues最好的

25、工作环境是拥有一群超级棒的同事。32Our High Performance Culture Not Right for Everyone我们的高效能文化并非对所有人都合适。Many people love our culture,and stay a long time 许多人喜欢我们的企业文化，并且呆了很长时间 They thrive on excellence and candor and change 他们因为公司的卓越、坦率和变化而成长。They would be disappointed if given a severance package,but lots of mutual

26、 warmth and respect 他们会因为被辞退而感觉到失望，但是带走彼此之间的热情和尊重。33Our High Performance Culture Not Right for Everyone我们的高效能文化并非对所有人都合适。Some people,however,value job security and stability over performance,and dont like our culture 部分人看重工作的安稳甚于高效输出，而且并不喜欢我们的企业文化。They feel fearful at Netflix 他们在Netflix会心怀忧惧。They ar

27、e sometimes bitter if let go,and feel that we are political place to work 如果让他们走人，有时他们会感到苦涩，觉得我们在搞办公室政治。34Our High Performance Culture Not Right for Everyone我们的高效能文化并非对所有人都合适。Were getting better at attracting only the former,and helping the latter realize we are not right for them 在吸引前一类人这方面，我们正在越做越

28、好。同时，我们帮助后者认识到这里并不适合他们。35Seven Aspects of our Culture文化的7个方面 Values are what we Value（价值观来自于我们推崇和珍视的价值）High Performance（追求高绩效）Freedom&Responsibility（自由和责任）Context,not Control（情景管理而非控制）Highly Aligned,Loosely Coupled（认同一致，松散耦合）Pay Top of Market（支付市场最高工资）Promotions&Development（晋升和成长）36The Rare Responsi

29、ble PersonSelf motivating（自励）Self aware（自知）Self disciplined（自律）Self improving（自我提升）Acts like a leader（如同领导者一般行事）Doesnt wait to be told what to do（不会等着被叫去做事）Picks up the trash lying on the floor（主动捡起地上的垃圾）37Responsible People Thrive on Freedom,and are Worthy of Freedom有责任感的人因为自由而成长，也配得上这份自由。38Our mod

30、el is to increase employee freedom as we grow,rather than limit it,公司成长的同时增进员工的自由，而非限制；to continue to attract and nourish innovative people,so we have better chance of sustained success持续吸引和培育有创新精神的员工，使得公司更有可能维继成功。39Most Companies Curtail Freedom as they get Bigger大多数公司伴随成长而来的是缩减员工自由Bigger企业越来越大Empl

31、oyee Freedom职业自由度越来越低40Why Do Most Companies Curtail Freedom and Become Bureaucratic as they Grow?为什么大多数公司成长伴随着员工自由的缩减和公司的日益官僚化？41With the Right People,和对的人一起工作，Instead of a Culture of Process Adherence,而非流程控制他们，We have a Culture of Creativity and Self-Discipline,Freedom and Responsibility我们因而建立起富于创

32、新精神和自律精神，自由和负责的企业文化42Is Freedom Absolute?自由是绝对需要的吗？Are all rules&processes bad?是否所有的规则和流程都不好？43Freedom is not absolute自由不是绝对的Like“free speech”there are some limited exceptions to “freedom at work”正如“言论自由”一样，“工作中的自由”也有几项有限的例外44Two Types of Necessary Rules两类必要的规则1.Prevent irrevocable disaster 为了阻止不可挽回

33、灾难 Financials produced are wrong 财务程序错误 Hackers steal our customers credit card info 黑客窃取了我们顾客的信用卡号2.Moral,ethical,legal issues 为了避免道德、伦理和法律问题 Dishonesty,harassment are intolerable 不诚实，性骚扰都是不能容忍的45Mostly,though,Rapid Recovery is the Right Model（大多数情况下，快速修正都是正确的模式）Just fix problems quickly 尽快修复问题 Hig

34、h performers make very few errors 高效能员工很少犯错 Were in a creative-inventive market,not a safety-critical market like medicine or nuclear power 我们处在一个创新的市场，而不是一个类似医药或者核能这样以安全性为第一的市场 You may have heard preventing error is cheaper than fixing it 你也许听说过预防错误比修复代价更低 Yes,in manufacturing or medicine,but 是的，在制

35、造业或者制药业的确如此，但 Not so in creative environments 在创新型行业里并非如此。46“Good”versus“Bad”Process好流程VS.坏流程“Good”process helps talented people get more done 好流程帮助人才搞定更多事情 Letting others know when you are updating code 当你在升级代码时让其他人知道 Spend within budget each quarter so dont have to coordinate every spending decisi

36、on across departments 在每个季度都按照预算花钱，这样就不用频繁通过部门会议调整每一笔支出 Regularly scheduled strategy and context meetings 定期制定战略和搞清会议背景47“Good”versus“Bad”Process好流程VS.坏流程“Bad”process tries to prevent recoverable mistakes 坏流程试图阻止可以恢复的错误 Get pre-approvals for$5k spending 得到预先批准的5000美金支出额度 3 people to sign off on bann

37、er ad creative 要3个人签字才能终止的横幅广告创意 Permission needed to hang a poster on a wall 在墙上贴个海报需要的许可 Multi-level approval process for projects 项目所需的多层级许可流程 Get 10 people to interview each candidate 找10个人去面试每一个应聘者48Rule Creep规则潜行“Bad”processes tend to creep in 坏流程倾向于潜入 Preventing errors just sounds so good 能够预

38、防错误只是听起来不错 We try to get rid of rules when we can,to reinforce the point 我们尽可能去除繁文缛节，以强化工作重点。49Freedom and Responsibility自由与责任 Many people say one cant do it at scale许多人说一家公司不能等比提升这两点 But since going public in 2019,which is traditionally the end of freedom,weve substantially increased talent density

39、 and employee freedom从2019年我们上市以来，按照传统上市意味着自由的终结，但我们同时充分地提升了人才密度和员工自由。50Summary of Freedom&Responsibility:自由与责任小结As We Grow,Minimize Rules我们成长的同时，把制度降至最少。Inhibit Chaos with Ever More High Performance People雇用更多高绩效人才来抑制混乱的产生。Flexibility is More Important than Efficiencyin the Long Term长期来看，灵活性远比效率重要5

40、1Seven Aspects of our Culture文化的7个方面 Values are what we Value（价值观来自于我们推崇和珍视的价值）High Performance（追求高绩效）Freedom&Responsibility（自由和责任）Context,not Control（情景管理而非控制）Highly Aligned,Loosely Coupled（认同一致，松散耦合）Pay Top of Market（支付市场最高工资）Promotions&Development（晋升和成长）52If you want to build a ship,dont drum up

41、the people to gather wood,divide the work,and give orders.Instead,teach them to yearn for the vast and endless sea.“如果你想造一艘船，先不要雇人去收集木头，也不要给他们分配任何任务，而是去激发他们对浩瀚汪洋的渴望。”-Antoine De Saint-Exupery,Author of The Little Prince小王子作者53The best managers figure out how to get great outcomes by setting the appr

42、opriate context,rather than by trying to control their people最佳的管理通过设定合适的情景而非试图控制员工以达到最大成果。54Context,not Control情境管理而非掌控管理Context(embrace)情境管理（要坚持）Strategy(战略)Metrics(度量体系)Assumptions(假定)Objectives(目标)Clearly-defined roles(明确界定的规则)Knowledge of the stakes(关于风险的知识)Transparency around decision-making(决

43、策所需的透明信息)Provide the insight and understanding to enable sound decisions(提供洞察力和理解力去促成合理的决定。)55Context,not Control情境管理而非掌控管理Control(avoid)控制（要避免）Top-down decision-making(自上而下的决策过程)Management approval(管理许可)Committees(委员会)Planning and process valued more than results(计划和流程的价值高于结果)Provide the insight an

44、d understanding to enable sound decisions(提供洞察力和理解力去促成合理的决定。)56Good Context优秀的情景管理 Link to company/functional goals和公司目标或者功能性目标相关联 Relative priority(how important/how time sensitive)相对优先权（多么重要/时间多么紧迫）Critical(needs to happen now),or决定性的（现在必须）Nice to have(when you can get to it)锦上添花的（等你做到了）Level of p

45、recision&refinement依据精度和纯度的水平 No errors(credit cards handling,etc),or无错的（信用卡操作）Pretty good/can correct errors(website),or相当好的/可纠正错误（网站）Rough(experimental)粗糙的（实验性的）Key stakeholders重要的相关利益人 Key metrics/definition of success重要的指标/界定成功标准57Managers:致管理者：When one of your talented people does something dum

46、b,dont blame them当你的人才犯下了愚蠢的错误，不要指责他们。Instead,ask yourself what context you failed to set相反，你应该问问自己，在情景设定上犯了什么错？58Managers:致管理者：When you are tempted to“control”your people,ask yourself what context you could set instead当你准备“控制”你的员工，请问一下自己，可以用什么情境取代？Are you articulate and inspiring enough about goals

47、 and strategies?对于目标和策略，你是否已经做到了足够清晰和足够鼓舞人心？59Why Managing Through Context?为什么要用情景管理？High performance people will do better work if they understand the context高绩效仁慈啊如果很好地理解了当下情景，能够更好地工作。60Investing in Context寄望于情境This is why we do new employee college,frequent department meetings,and why we are so o

48、pen internally about strategies and results这就是为什么我们开办新员工学院，定期举办部门会议，以及为什么我们在内部对于战略和结果如此开诚布公。61Exceptions to“Context,not Control”“情景管理而非控制”的例外情况 Control can be important in emergency 控制管理在紧急情况下非常重要 No time to take long-term capacity-building view没有时间做长期的能力建设 Control can be important when someone is s

49、till learning their area控制管理在某人依然处于学习阶段非常重要 Takes time to pick up the necessary context花时间去找出必要的情景 Control can be important when you have the wrong person in a role控制管理在你所托非人时非常重要 Temporarily,no doubt临时的，毫无疑问62Seven Aspects of our Culture文化的7个方面 Values are what we Value（价值观来自于我们推崇和珍视的价值）High Perform

50、ance（追求高绩效）Freedom&Responsibility（自由和责任）Context,not Control（情景管理而非控制）Highly Aligned,Loosely Coupled（认同一致，松散耦合）Pay Top of Market（支付市场最高工资）Promotions&Development（晋升和成长）63Three Models of Corporate Teamwork合作团队的3种模式1.Tightly Coupled Monolith 紧密耦合的巨无霸型2.Independent Silos 各自为政的国企型3.Highly Aligned,Loosely