1、.1Netflix Culture:Netflix文化：Freedom&Responsibility自由与责任.2We Seek Excellence我们寻求卓越我们寻求卓越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 C
2、ontrol（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）.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：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 lead
3、ers went to jail,and which went 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正直正直Communication沟通沟通Respect尊重尊重Excellence卓越卓越(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 op
4、posed to the nice-sounding values,are shown 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奖励、被提升被提升和被解雇被解雇来体现。.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行为和技能技能。.8At Netflix,we particularly value the following nine b
5、ehaviors and skills in our colleagues在Netflix，我们特别珍视以下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 b
6、eyond treating symptoms 你明辨事物根由，不为表象所惑You think strategically,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判断判断力力.10Communication沟通力沟通力You listen well,ins
7、tead of reacting fast,so you can better understand 你善于聆听聆听，而非快速反驳。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 situati
8、ons 在重压之下，你也能镇定自若.11Impact影响力影响力You accomplish amazing amounts of important 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-paral
9、ysis 你偏好先发制人而非谋定后动.12Curiosity好奇心好奇心You learn rapidly and eagerly 快速学习且渴望学习You 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 special
10、ty 在你专长之外也能有效提供贡献.13Innovation创新创新You re-conceptualize issues to discover practical 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 m
11、inimizing 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.14Courage勇气勇气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
12、值观不一的行为.15Passion热情热情You inspire others with your thirst for excellence 以你对卓越的渴望激励他人You 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
13、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 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
14、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 share 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
15、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）.19Imagine if every person at Netflix is someone you respect and learn from设想一下，如果公司里的任何一个员工，你都发自内心地尊重，而且能够从他们身上学到东西.20Great Workplace is Stunning Colleagues最好的工作环境是拥有最好的工作环境是拥有一群超级棒的同事一群超级棒的同事Great w
16、orkplace 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。.21Like every company,we try to hire well和
17、许多公司一样，我们努力将招聘做好.22Unlike 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.23Were a team,not a family我们是个团队团队，不是个家庭家庭Were like a pro sports team,not a kids recreational team我们就像个专业运动队专业运动队，而不是小孩子过家家Netflix leadershire,develop and cut sma
18、rtly,so we have stars in every position因为Netflix的领导能够明智地明智地聘用、培养和裁员，所以我们在每个岗位上都是明星员工.24The Keeper Test Managers Use:管理者的员工去留测试：Which of my people,if they told me they were leaving,for a similar job at a peer company,would I fight hard to keep at Netflix?我手下的员工里，如果有人要辞职去同业公司做我手下的员工里，如果有人要辞职去同业公司做类似工作
19、，有哪些人是我会拼命挽留的？类似工作，有哪些人是我会拼命挽留的？.25The other people should get a generous severance now,so we can open a slot to try to find a star for that role如果不是，那么这样的员工我们只能让他们拿钱走人，这样我们才能空出位子，为团队找到明星员工。The Keeper Test Managers Use:管理者的员工去留测试：Which of my people,if they told me they were leaving,for a similar job
20、 at a peer company,would I fight hard to keep at Netflix?我手下的员工里，如果有人要辞职去同业公司做类似工作，有哪些人是我会拼命挽留的？.26Honesty Always永远保持诚实As a leader,no one in your group should be materially surprised of your views作为领导者，你团队中的任何一名成员都不应该对你的评估感到特别惊奇.27Candor is not just a leaders responsibility,and you should periodical
21、ly ask your manager:“If I told you I were leaving,how hard would you work to change my mind?”坦诚不单是领导者的责任，作为员工，你也应该定期坦诚不单是领导者的责任，作为员工，你也应该定期地询问你领导：如果我告诉你我要辞职，那你会多大地询问你领导：如果我告诉你我要辞职，那你会多大程度上努力挽留我？程度上努力挽留我？Honesty Always永远保持诚实.28 All of Us are Responsible for Ensuring We Live our Values我们所有人都有责任确保价值观的延
22、续“You question actions inconsistent with our values”is part of the Courage value质疑和我们价值观不一致的行为”是勇气那一章的一部分。Akin to the honor code pledge:“I will not lie,nor cheat,nor steal,nor tolerate those who do”和我们的荣誉准则一致：“我不撒谎，不欺诈，不偷窃，也绝不容忍这么做的人。.29Pro Sports Team Metaphor is Good,but Imperfect专业运动队的比喻很好，但有瑕疵。A
23、thletic teams have a fixed number of positions,so team members are always competing with each 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。.30Corporate 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
24、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少见，而且不被容忍。.31We Help Each Other To Be Great我们彼此帮助，共同成就。.32Isnt 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？.33Loyalty is Good忠诚有益 Loyalty is good as a stabilizer忠诚
25、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 think 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
26、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,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。.34Hard 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
27、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 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 res
28、ponsibility 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。.35Brilliant Jerks不羁天才 Some companies tolerate 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。.36Why are we so insis
29、tent 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。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！.
30、37Why 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最好的工作环境是拥有最好的工作环境是拥有一群超级棒的同事。.38Our 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
31、 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 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。.39Our 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 performa
32、nce,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 are 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。.40Our 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 gettin
33、g 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，我们正在越做越好。同时，我们帮助后者认识到这里并不适合他们。.41Seven 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）H
34、ighly 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）.42The Rare Responsible 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
35、the floor（主动捡起地上的垃圾）.43Responsible 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。.44Our model 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 succ
36、ess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。.45Most 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Employee Freedom职业自由度越来越低.46Why 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？由的缩减和公司的日益官僚化？.47Desire for Bigger P
37、ositive Impact Creates Growth对于做大的渴望压缩了创造的增长对于做大的渴望压缩了创造的增长Growth.48Growth Increases Complexity成长增加了公司的复杂度成长增加了公司的复杂度Complexity.49Growth Also Often Shrinks Talent Density成长经常稀释了人才密度成长经常稀释了人才密度%High Performance EmployeesComplexity.50Chaos Emerges（混乱出现）%High Performance Employees（高效能职员百分比）Chaos and er
38、rors spike here businesshas become too complex to runinformally with this talent level（混乱和错误钉牢这里，在这个人才水平上，业务已经变得太过复杂而不可能以非范式的形态运行。）Complexity（复杂度）.51Process Emerges to Stop the Chaos流程开始出现以停止混乱流程开始出现以停止混乱Procedures（流程）No one loves process,but feels good compared to the pain of chaos没有人喜欢流程，但是和混乱带来的痛
39、苦相比，前者让人感觉好一点。“Time to grow up”becomes the professional managements mantra“成长的时候到了”已经成为职业经理人的密咒。.52Process-focus Drives More Talent Out强调流程作业驱离更多人才强调流程作业驱离更多人才%High Performance Employees高绩效职业人员百分比降低.53Process Brings Seductively Strong Near-Term Outcome流程作业引出强有力的短期行为结果流程作业引出强有力的短期行为结果 A highly-succes
40、sful process-driven company一个高度成功的流程驱动型公司 With leading share in its market在所处的市场上占据领先份额 Minimal thinking required对思考的需求最少 Few mistakes made very efficient很少犯错-听起来不错 Few curious innovator-mavericks remain很少有好奇的创新者-难有突破 Very optimized processes for its existing market对既存市场拥有高度优化的流程 Efficiency has trum
41、ped flexibility效率战胜了灵活性.54Then the Market Shifts接着市场变了接着市场变了 Market shifts due to new technology or competitors or business models由于新技术或者新对手或者新商业模式的出现，市场变了。Company is unable to adapt quickly 前述公司不能快速适应 because the employees are extremely good at following the existing processes,and process adherence
42、 is the value system因为员工们已经极端适应既有的流程作业，对流程的依靠是系统价值的核心。Company generally grinds painfully into irrelevance 这样的公司将会痛苦地被碾成昨日黄花。.55Seems Like Three Bad Options貌似更糟的第三种选择貌似更糟的第三种选择1.Stay creative by staying small,but therefore have less impact 通过保持公司小型化而保存创新能力，但是因此失去市场影响力。2.Avoid rules as you grow,and su
43、ffer chaos 成长的同时不设立规则，然后为混乱所苦。3.Use process as you grow to drive efficient execution of current model,but cripple creativity,flexibility,and ability to thrive when your market eventually changes 当公司成长时，使用流程驱动现有模式的有效执行。当市场最终改变时，只能用跛脚的创新能力、灵活性和业务能力实现成长。.56A Fourth Option第第4种选择种选择 Avoid Chaos as you gr
44、ow with Ever More High Performance People not with Rules 通过和更多高效能员工共同成长，而非制定规则以避免混乱 Then you can continue to mostly run informally with self-discipline,and avoid chaos 于是你可以最大程度上凭借自律而使得灵活运作的业务得以进行，同时避免混乱 The run informally part is what enables and attracts creativity 灵活运作的那一部分能够激发和吸引创造力.57The Key:In
45、crease Talent Density faster than Complexity Grows关键点：以超过复杂度提升的速度提升人才密度关键点：以超过复杂度提升的速度提升人才密度%High Performance Employees高绩效人才的密度Business Complexity商业复杂度.58Increase Talent Density提升人才密度提升人才密度 Top of market compensation 支付市场最高薪酬 Attract high-value people through freedom to make big impact 用自由吸引高价值人才产生巨
46、大影响 Be demanding about high performance culture 强化高效能的企业文化%High Performance Employees.59Minimize Complexity Growth将复杂度增长降至最小将复杂度增长降至最小Business Complexity商业复杂度Few big products vs many small ones 用少数大产品取代数量众多的小产品Eliminate distracting complexity(barnacles)消除让人分散精力的复杂度（藤壶）Be wary of efficiency optimizat
47、ions that increase complexity and rigidity 警惕效率优化所带来的复杂度和僵化度增长Note:sometimes long-term simplicity is achieved only through bursts of complexity to rework current systems注：有时长期简单化只有通过现有系统爆发式的复杂性再造才能完成。.60With the Right People,和对的人一起工作和对的人一起工作，Instead of a Culture of Process Adherence,而非流程控制他们而非流程控制他们
48、，We have a Culture of Creativity and Self-Discipline,Freedom and Responsibility我们因而建立起富于创新精神和自律精神，自由和我们因而建立起富于创新精神和自律精神，自由和负责的企业文化负责的企业文化.61Is Freedom Absolute?自由是绝对需要的吗？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？是否所有的规则和流程都不好？.62Freedom is not absolute自由不是绝对的自由不是绝对的Like“free speech”there a
49、re some limited exceptions to “freedom at work”正如正如“言论自由言论自由”一样，一样，“工作中的自由工作中的自由”也有几项也有几项有限的例外有限的例外.63Two Types of Necessary Rules两类必要的规则1.Prevent irrevocable disaster 为了阻止不可挽回灾难为了阻止不可挽回灾难 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
50、,legal issues 为了避免道德、伦理和法律问题为了避免道德、伦理和法律问题 Dishonesty,harassment are intolerable 不诚实，性骚扰都是不能容忍的.64Mostly,though,Rapid Recovery is the Right Model（大多数情况下，快速修正快速修正都是正确的模式）Just fix problems quickly 尽快修复问题 High performers make very few errors 高效能员工很少犯错高效能员工很少犯错 Were in a creative-inventive market,not a
