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1、1NetflixCulture:Netflix文化：Freedom&Responsibility自由与责任2WeSeekExcellence我们寻求卓越Ourculturefocusesonhelpingusachieveexcellence我们的文化聚焦于帮助自己达成卓越3SevenAspectsofourCulture文化的7个方面ValuesarewhatweValue（价值观来自于我们推崇和珍视的价值）HighPerformance（追求高绩效）Freedom&Responsibility（自由和责任）Context,notControl（情景管理而非控制）HighlyAligned,
2、LooselyCoupled（认同一致，松散耦合）PayTopofMarket（支付市场最高工资）Promotions&Development（晋升和成长）4Manycompanieshavenicesoundingvaluestatementsdisplayedinthelobby,suchas: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,whoseleaderswenttojail,andwhichwentbankruptfromfraud,hadthesevaluesdisplayedi
3、ntheirlobby: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(Thesevalueswerenot,however,whatwasreallyvaluedatEnron这些字眼显然并非是安然公司真正的价值观)6Theactualcompanyvalues,asopposedtothenice-soundingvalues,areshownbywhogetsrewarded,promoted,orletgo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
4、、被提升和被解雇来体现。7Actualcompanyvaluesarethebehaviorsandskillsthatarevaluedinfellowemployees真正的价值观是被员工所重视的行为和技能。8AtNetflix,weparticularlyvaluethefollowingninebehaviorsandskillsinourcolleagues在Netflix，我们特别珍视以下9项同事们拥有的行为和技能meaningwehireandpromotepeoplewhodemonstratethesenine也意味着我们雇佣和升迁能够体现这9项特质的员工9Youmakewi
5、sedecisions(people,technical,business,andcreative)despiteambiguity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Youidentifyrootcauses,andgetbeyondtreatingsymptoms你明辨事物根由，不为表象所惑Youthinkstrategically,andcanarticulatewhatyouare,andarenot,tryingtodo你能战略性思考，有自知之明，并努力做到Yousmartlyseparatewhatmustbedonewellnow,andwhatca
6、nbeimprovedlater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Youlistenwell,insteadofreactingfast,soyoucanbetterunderstand你善于聆听，而非快速反驳。如此你能够更好地理解Youareconciseandarticulateinspeechandwriting你在说和写的时候简洁清晰Youtreatpeoplewithrespectindependentoftheirstatusordisagreementwithyou你待人接物心存敬意，不在意对方的身份
7、，也不在意对方持有异议Youmaintaincalmpoiseinstressfulsituations在重压之下，你也能镇定自若11Impact影响力Youaccomplishamazingamountsofimportantwork你能完成众多重要工作Youdemonstrateconsistentlystrongperformancesocolleaguescanrelyuponyou你的同事能仰仗你持续输出的强大工作能力Youfocusongreatresultsratherthanonprocess你注重结果而非过程Youexhibitbias-to-action,andavoida
8、nalysis-paralysis你偏好先发制人而非谋定后动12Curiosity好奇心Youlearnrapidlyandeagerly快速学习且渴望学习Youseektounderstandourstrategy,market,customers,andsuppliers努力理解公司的战略、市场、用户和供应商Youarebroadlyknowledgeableaboutbusiness,technologyandentertainment拥有对商业、技术和娱乐的广泛认知Youcontributeeffectivelyoutsideofyourspecialty在你专长之外也能有效提供贡献1
9、3Innovation创新Youre-conceptualizeissuestodiscoverpracticalsolutionstohardproblems你能重构概念以找出难题的特别解决之道Youchallengeprevailingassumptionswhenwarranted,andsuggestbetterapproaches你能挑战成见，给出更好的方法Youcreatenewideasthatproveuseful你能想出的新点子且被证实有效Youkeepusnimblebyminimizingcomplexityandfindingtimetosimplify你能通过降低复杂
10、度，找到简化时间的方法以保持公司的敏捷14Courage勇气Yousaywhatyouthinkevenifitiscontroversial你想说什么就说什么，哪怕有所争议Youmaketoughdecisionswithoutagonizing你能毫无痛苦地作出艰难决定Youtakesmartrisks你能明智地冒险Youquestionactionsinconsistentwithourvalues你能质疑和我们价值观不一的行为15Passion热情Youinspireotherswithyourthirstforexcellence以你对卓越的渴望激励他人Youcareintensel
11、yaboutNetflixssuccess你对公司的成功深系于心Youcelebratewins你热爱胜利Youaretenacious你坚忍不拔16Honesty诚实Youareknownforcandoranddirectness众人认为你坦白直率Youarenon-politicalwhenyoudisagreewithothers你不同意他人意见时并非出于公司政治的考量Youonlysaythingsaboutfellowemployeesyouwillsaytotheirface你不背后议论他人Youarequicktoadmitmistakes你能很快承认错误17Selflessn
12、ess无私YouseekwhatisbestforNetflix,ratherthanbestforyourselforyourgroup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Youareego-lesswhensearchingforthebestideas当大家一起找寻最佳方案时，你没有那么多自我要维护Youmaketimetohelpcolleagues你愿意花时间帮助同事Youshareinformationopenlyandproactively你能主动开放地分享资讯18SevenAspectsofourCulture文化的7个方面Valuesarew
13、hatweValue（价值观来自于我们推崇和珍视的价值）HighPerformance（追求高绩效）Freedom&Responsibility（自由和责任）Context,notControl（情景管理而非控制）HighlyAligned,LooselyCoupled（认同一致，松散耦合）PayTopofMarket（支付市场最高工资）Promotions&Development（晋升和成长）19GreatWorkplaceisStunningColleagues最好的工作环境是拥有一群超级棒的同事Greatworkplaceisnotespresso,lushbenefits,sushil
14、unches,grandparties,orniceoffices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Wedosomeofthesethings,butonlyiftheyareefficientatattractingandretainingstunningcolleagues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。20Likeeverycompany,wetrytohirewell和许多公司一样，我们努力将招聘做好21Unlikemanycompanies,wepractice:和许多公司不一样，我们实行：adequatepe
15、rformancegetsagenerousseverancepackage仅仅做到称职的员工，也要拿钱走人22Wereateam,notafamily我们是个团队，不是个家庭Werelikeaprosportsteam,notakidsrecreationalteam我们就像个专业运动队，而不是小孩子过家家Netflixleadershire,developandcutsmartly,sowehavestarsineveryposition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23ProSportsTeamMetaphorisGood,butIm
16、perfect专业运动队的比喻很好，但有瑕疵。Athleticteamshaveafixednumberofpositions,soteammembersarealwayscompetingwitheachotherforoneofthepreciousslots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。24CorporateTeam合作团队Themoretalentwehave,themorewecanaccomplish,soourpeopleassisteachotherallthetime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。Int
17、ernal“cutthroat”or“sinkorswim”behaviorisrareandnottolerated内部人员之间的倾轧行为非常少见，而且不被容忍。25WeHelpEachOtherToBeGreat我们彼此帮助，共同成就。26IsntLoyaltyGood?忠诚有益？WhataboutHardWorkers?如何对待勤奋员工？WhataboutBrilliantJerks?如何对待不羁天才？27LoyaltyisGood忠诚有益Loyaltyisgoodasastabilizer忠诚就像稳定器一样有益。Peoplewhohavebeenstarsforus,andhitaba
18、dpatch,getaneartermpassbecausewethinktheyarelikelytobecomestarsforusagain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。Wewantthesame:ifNetflixhitsatemporarybadpatch,wewantpeopletostickwithus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。Butunlimitedloyaltytoashrinkingfirm,ortoanineffectiveemployee,i
19、snotwhatweareabout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。28HardWorkNotRelevant勤奋工作-并非切题Wedontmeasurepeoplebyhowmanyhourstheyworkorhowmuchtheyareintheoffice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。Wedocareaboutaccomplishinggreatwork我们只在意是否完成了伟大的工作成就。SustainedB-levelperformance,despite“Aforeffort”,ge
20、neratesagenerousseverancepackage,withrespect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。SustainedA-levelperformance,despiteminimaleffort,isrewardedwithmoreresponsibilityandgreatpay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。29BrilliantJerks不羁天才Somecompaniestoleratethem有些公司容忍他们。Forus,costtoeffectiveteamworkistoohigh对于我们
21、而言，这种人会使得保持团队效率的代价太大。Diversestylesarefineaslongaspersonembodiesthe9values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。30Whyarewesoinsistentonhighperformance?为什么我们对高效能如此坚持？Inproceduralwork,thebestare2x对于程序型的工作，顶级员工的输出量是一般员工的2倍。betterthantheaverage.Increative/inventivework,thebestare10xbetterthantheaverage,对于创新型/创意型的工作
22、，顶级员工的输出量是一般员工的10倍！sohugepremiumoncreatingeffectiveteamsofthebest以顶级员工组成的高效团队就有那么大提升！31Whyarewesoinsistentonhighperformance?为什么我们对高效能如此坚持？GreatWorkplaceisStunningColleagues最好的工作环境是拥有一群超级棒的同事。32OurHighPerformanceCultureNotRightforEveryone我们的高效能文化并非对所有人都合适。Manypeopleloveourculture,andstayalongtime许多人喜
23、欢我们的企业文化，并且呆了很长时间Theythriveonexcellenceandcandorandchange他们因为公司的卓越、坦率和变化而成长。Theywouldbedisappointedifgivenaseverancepackage,butlotsofmutualwarmthandrespect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。33OurHighPerformanceCultureNotRightforEveryone我们的高效能文化并非对所有人都合适。Somepeople,however,valuejobsecurityandstabilityover
24、performance,anddontlikeourculture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。TheyfeelfearfulatNetflix他们在Netflix会心怀忧惧。Theyaresometimesbitterifletgo,andfeelthatwearepoliticalplacetowork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。34OurHighPerformanceCultureNotRightforEveryone我们的高效能文化并非对所有人都合适。Weregettingbetteratattractingonlythe
25、former,andhelpingthelatterrealizewearenotrightforthem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。35SevenAspectsofourCulture文化的7个方面ValuesarewhatweValue（价值观来自于我们推崇和珍视的价值）HighPerformance（追求高绩效）Freedom&Responsibility（自由和责任）Context,notControl（情景管理而非控制）HighlyAligned,LooselyCoupled（认同一致，松散耦合）PayTopofMarket（支付
26、市场最高工资）Promotions&Development（晋升和成长）36TheRareResponsiblePersonSelfmotivating（自励）Selfaware（自知）Selfdisciplined（自律）Selfimproving（自我提升）Actslikealeader（如同领导者一般行事）Doesntwaittobetoldwhattodo（不会等着被叫去做事）Picksupthetrashlyingonthefloor（主动捡起地上的垃圾）37ResponsiblePeopleThriveonFreedom,andareWorthyofFreedom有责任感的人因为自
27、由而成长，也配得上这份自由。38Ourmodelistoincreaseemployeefreedomaswegrow,ratherthanlimitit,公司成长的同时增进员工的自由，而非限制；tocontinuetoattractandnourishinnovativepeople,sowehavebetterchanceofsustainedsuccess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。39MostCompaniesCurtailFreedomastheygetBigger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EmployeeFreedo
28、m职业自由度越来越低40WhyDoMostCompaniesCurtailFreedomandBecomeBureaucraticastheyGrow?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？41WiththeRightPeople,和对的人一起工作，InsteadofaCultureofProcessAdherence,而非流程控制他们，WehaveaCultureofCreativityandSelf-Discipline,FreedomandResponsibility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42IsFreedomAbsolute?自
29、由是绝对需要的吗？Areallrules&processesbad?是否所有的规则和流程都不好？43Freedomisnotabsolute自由不是绝对的Like“freespeech”therearesomelimitedexceptionsto“freedomatwork”正如“言论自由”一样，“工作中的自由”也有几项有限的例外44TwoTypesofNecessaryRules两类必要的规则1.Preventirrevocabledisaster为了阻止不可挽回灾难Financialsproducedarewrong财务程序错误Hackersstealourcustomerscredit
30、cardinfo黑客窃取了我们顾客的信用卡号2.Moral,ethical,legalissues为了避免道德、伦理和法律问题Dishonesty,harassmentareintolerable不诚实，性骚扰都是不能容忍的45Mostly,though,RapidRecoveryistheRightModel（大多数情况下，快速修正都是正确的模式）Justfixproblemsquickly尽快修复问题Highperformersmakeveryfewerrors高效能员工很少犯错Wereinacreative-inventivemarket,notasafety-criticalmarke
31、tlikemedicineornuclearpower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Youmayhaveheardpreventingerrorischeaperthanfixingit你也许听说过预防错误比修复代价更低Yes,inmanufacturingormedicine,but是的，在制造业或者制药业的确如此，但Notsoincreativeenvironments在创新型行业里并非如此。46“Good”versus“Bad”Process好流程VS.坏流程“Good”processhelpstalentedpeoplegetmoredone
32、好流程帮助人才搞定更多事情Lettingothersknowwhenyouareupdatingcode当你在升级代码时让其他人知道Spendwithinbudgeteachquartersodonthavetocoordinateeveryspendingdecisionacrossdepartments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Regularlyscheduledstrategyandcontextmeetings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”processtriestopr
33、eventrecoverablemistakes坏流程试图阻止可以恢复的错误Getpre-approvalsfor$5kspending得到预先批准的5000美金支出额度3peopletosignoffonbanneradcreative要3个人签字才能终止的横幅广告创意Permissionneededtohangaposteronawall在墙上贴个海报需要的许可Multi-levelapprovalprocessforprojects项目所需的多层级许可流程Get10peopletointervieweachcandidate找10个人去面试每一个应聘者48RuleCreep规则潜行“Ba
34、d”processestendtocreepin坏流程倾向于潜入Preventingerrorsjustsoundssogood能够预防错误只是听起来不错Wetrytogetridofruleswhenwecan,toreinforcethepoint我们尽可能去除繁文缛节，以强化工作重点。49FreedomandResponsibility自由与责任Manypeoplesayonecantdoitatscale许多人说一家公司不能等比提升这两点Butsincegoingpublicin2002,whichistraditionallytheendoffreedom,wevesubstanti
35、allyincreasedtalentdensityandemployeefreedom从2002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。50SummaryofFreedom&Responsibility:自由与责任小结AsWeGrow,MinimizeRules我们成长的同时，把制度降至最少。InhibitChaoswithEverMoreHighPerformancePeople雇用更多高绩效人才来抑制混乱的产生。FlexibilityisMoreImportantthanEfficiencyintheLongTerm长期来看，灵活性远比效率
36、重要51SevenAspectsofourCulture文化的7个方面ValuesarewhatweValue（价值观来自于我们推崇和珍视的价值）HighPerformance（追求高绩效）Freedom&Responsibility（自由和责任）Context,notControl（情景管理而非控制）HighlyAligned,LooselyCoupled（认同一致，松散耦合）PayTopofMarket（支付市场最高工资）Promotions&Development（晋升和成长）52Ifyouwanttobuildaship,dontdrumupthepeopletogatherwood,
37、dividethework,andgiveorders.Instead,teachthemtoyearnforthevastandendlesssea.“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。”-AntoineDeSaint-Exupery,AuthorofTheLittlePrince小王子作者53Thebestmanagersfigureouthowtogetgreatoutcomesbysettingtheappropriatecontext,ratherthanbytryingtocontroltheirpeople最佳的管理
38、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,notControl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-definedroles(明确界定的规则)Knowledgeofthestakes(关于风险的知识)Transparencyarounddecision-making(决策所需的透明信息)Providetheinsightandunderstandingtoenablesounddecisions(提供洞察力和理解
39、力去促成合理的决定。)55Context,notControl情境管理而非掌控管理Control(avoid)控制（要避免）Top-downdecision-making(自上而下的决策过程)Managementapproval(管理许可)Committees(委员会)Planningandprocessvaluedmorethanresults(计划和流程的价值高于结果)Providetheinsightandunderstandingtoenablesounddecisions(提供洞察力和理解力去促成合理的决定。)56GoodContext优秀的情景管理Linktocompany/fun
40、ctionalgoals和公司目标或者功能性目标相关联Relativepriority(howimportant/howtimesensitive)相对优先权（多么重要/时间多么紧迫）Critical(needstohappennow),or决定性的（现在必须）Nicetohave(whenyoucangettoit)锦上添花的（等你做到了）Levelofprecision&refinement依据精度和纯度的水平Noerrors(creditcardshandling,etc),or无错的（信用卡操作）Prettygood/cancorrecterrors(website),or相当好的/可
41、纠正错误（网站）Rough(experimental)粗糙的（实验性的）Keystakeholders重要的相关利益人Keymetrics/definitionofsuccess重要的指标/界定成功标准57Managers:致管理者：Whenoneofyourtalentedpeopledoessomethingdumb,dontblamethem当你的人才犯下了愚蠢的错误，不要指责他们。Instead,askyourselfwhatcontextyoufailedtoset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：Whenyouaretemptedto“c
42、ontrol”yourpeople,askyourselfwhatcontextyoucouldsetinstead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？Areyouarticulateandinspiringenoughaboutgoalsandstrategies?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？59WhyManagingThroughContext?为什么要用情景管理？Highperformancepeoplewilldobetterworkiftheyunderstandthecontext高绩效仁慈啊如果很好地理解了当下情景，能够更好地工
43、作。60InvestinginContext寄望于情境Thisiswhywedonewemployeecollege,frequentdepartmentmeetings,andwhywearesoopeninternallyaboutstrategiesandresults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。61Exceptionsto“Context,notControl”“情景管理而非控制”的例外情况Controlcanbeimportantinemergency控制管理在紧急情况下非常重要Notimetotakelong-t
44、ermcapacity-buildingview没有时间做长期的能力建设Controlcanbeimportantwhensomeoneisstilllearningtheirarea控制管理在某人依然处于学习阶段非常重要Takestimetopickupthenecessarycontext花时间去找出必要的情景Controlcanbeimportantwhenyouhavethewrongpersoninarole控制管理在你所托非人时非常重要Temporarily,nodoubt临时的，毫无疑问62SevenAspectsofourCulture文化的7个方面Valuesarewhatw
45、eValue（价值观来自于我们推崇和珍视的价值）HighPerformance（追求高绩效）Freedom&Responsibility（自由和责任）Context,notControl（情景管理而非控制）HighlyAligned,LooselyCoupled（认同一致，松散耦合）PayTopofMarket（支付市场最高工资）Promotions&Development（晋升和成长）63ThreeModelsofCorporateTeamwork合作团队的3种模式1.TightlyCoupledMonolith紧密耦合的巨无霸型2.IndependentSilos各自为政的国企型3.Hig
46、hlyAligned,LooselyCoupled认同一致-松散耦合型64TightlyCoupledMonolith（巨无霸型）Seniormanagementreviewsnearlyalltactics高阶管理人员对战术事无巨细全部过问e.g.,CEOreviewsalljoboffersoradvertising例如：CEO评估所有的招聘文案或者广告Lotsofx-departmentalbuy-inmeetings大量的跨部门协调会Keepingotherinternalgroupshappyhasequalprecedencewithpleasingcustomers让其他内部团队
47、满意和取悦顾客拥有相同权重65TightlyCoupledMonolith（巨无霸型）Mavericksgetexhaustedtryingtoinnovate想要创新的人员感觉筋疲力竭Highlycoordinatedthroughcentralization,butveryslow,andslownessincreaseswithsize通过中央集权管理保持各部门协调，但是非常缓慢，这种缓慢程度和公司同步增长。66IndependentSilos（国企型）Eachgroupexecutesontheirobjectiveswithlittlecoordination每个团执行各自的目标，基
48、本没有协同。Everyonedoestheirownthing每个团队做自己的事。Workthatrequirescoordinationsuffers要求协同的工作让各方都很受伤。Alienationandsuspicionbetweendepartments部门之间山头林立，彼此排挤，相互怀疑。Onlyworkswellwhenareasareindependent只有完全独立的业务领域内才能运转顺畅。e.g.,aircraftenginesandblendersforGE例子：GE公司的飞机引擎制造部门和搅拌机制造部门67#3istheNetflixChoice第三种是Netflix的选
49、择1.TightlyCoupledMonolith巨无霸型2.IndependentSilos国企型3.HighlyAligned,LooselyCoupled认同一致又松耦合型68HighlyAligned,LooselyCoupled认同一致，松散耦合HighlyAligned认同一致Strategyandgoalsareclear,specific,broadlyunderstood战略和目标为全员所清晰、详尽和广泛的理解Teaminteractionsfocusedonstrategyandgoals,ratherthantactics团队互动着眼于战略和目标，而非战术Requires
50、largeinvestmentinmanagementtimetobetransparentandarticulateandperceptive需要大量管理上的时间实现对信息的透明、准确和全员的领悟69HighlyAligned,LooselyCoupledLooselyCoupled松散耦合Minimalcross-functionalmeetingsexcepttogetalignedongoalsandstrategy除非是为了目标和战略而合作，否则尽量减少跨职能部门的会议。Trustbetweengroupsontacticswithoutpreviewing/approvingeac
51、honesogroupscanmovefast相信团队合作执行战术动作，无需进行预演或者审批，这样团队能快速行动。Leadersreachingoutproactivelyforad-hoccoordinationandperspectiveasappropriate领导者在合适的时间积极出手做临时协调。Occasionalpost-mortemsontacticsnecessarytoincreasealignment偶尔的战术复盘对增进团队间合作是必要的。70HighlyAligned,LooselyCoupledteamworkeffectivenessdependsonhighperf
52、ormancepeopleandgoodcontext高度一致又松散耦合的团队效率取决于高绩效人才和优秀的情境管理GoalistobeBigandFastandFlexible目标是：更大，更快，更灵活。71SevenAspectsofourCulture文化的7个方面ValuesarewhatweValue（价值观来自于我们推崇和珍视的价值）HighPerformance（追求高绩效）Freedom&Responsibility（自由和责任）Context,notControl（情景管理而非控制）HighlyAligned,LooselyCoupled（认同一致，松散耦合）PayTopofM
53、arket（支付市场最高工资）Promotions&Development（晋升和成长）72PayTopofMarketisCoretoHighPerformanceCulture支付市场最高薪酬是高绩效文化的核心Oneoutstandingemployeegetsmoredoneandcostslessthantwoadequateemployees一个卓越的员工比两个胜任的员工做得更多，花得更少Weendeavortohaveonlyoutstandingemployees我们致力于只雇佣卓越员工73SevenAspectsofourCulture文化的7个方面Valuesarewhatw
54、eValue（价值观来自于我们推崇和珍视的价值）HighPerformance（追求高绩效）Freedom&Responsibility（自由和责任）Context,notControl（情景管理而非控制）HighlyAligned,LooselyCoupled（认同一致，松散耦合）PayTopofMarket（支付市场最高工资）Promotions&Development（晋升和成长）74In some time periods, in some groups, there will be lots of opportunity and growth at Netflix在某些时期，在某些团
55、队内，公司的确存在大量的机会和发展空间Some people, through both luck and talent, will have extraordinary career growth有些既有运气又有能力的人，会获得异乎寻常的职业生涯发展75Two Necessary Conditions for Promotion两种升职的必要条件1.Job has to be big enough工作必须足够重要We might have an incredible manager of something, but we dont need a director of it because
56、 job isnt big enough我们也许在某些事情上拥有非常棒的经理，但是如果这个工作不足够重要的话，我们不会在其上安排一个总监If the incredible manager left, we would replace with a manager, not with a director如果这个非常棒的经理离开了，我们会安排一个新的经理，而不是一个总监2.Person has to be a superstar in current role这个人必须在现有的岗位上是个超级明星Could get the next level job here if applying from
57、outside and we knew their talents well如果我们从外面雇佣一个同样有才干的人进来，这个人能胜任高一个层次的工作Could get the next level job at peer firm that knew their talents well如果同业公司知道他的才干，他可以在那里得到更高层次的工作机会76Development发展We develop people by giving them the opportunity to develop themselves, by surrounding them with stunning collea
58、gues and giving them big challenges to work on我们通过给予员工自我发展的机会，提供周围一群杰出同事的方法帮助他们发展。同事，也给予他们足够大的挑战去为之奋斗Mediocre colleagues or unchallenging work is what kills progress of a persons skills平凡的同事和无挑战的工作正是杀死员工工作技能的元凶77Career “Planning” Not for Us职业“规划”不是我们的菜Formalized development is rarely effective, and
59、we dont try to do it形式化的个人职业规划很少奏效，我们也不会尝试去做e.g., Mentor assignment, rotation around a firm, multi-year career paths, etc.例如：导师和项目指导，公司内轮岗，年功职级通道等等78We Support Self-Improvement我们支持自我提升High performance people are generally self-improving through experience, observation, introspection, reading, and di
60、scussion高绩效人才大多能通过经验、观察、内省、阅读和讨论自我提升As long as they have stunning colleagues and big challenges to work on只要他们还拥有杰出的一群同事和足够大的工作挑战We all try to help each other grow我们所有人都努力相互帮助对方成长We are very honest with each other我们所有人都对彼此诚实79We want people to manage their own career growth, and not rely on a corpor
61、ation for “planning” their careers我们希望员工管理他们自己的职业发展，而不是依赖于公司“规划”他们的职业生涯80Your Economic Security is based on your Skills and Reputation你的经济保障建立在你的技能水平和人品名声之上We try hard to consistently provide opportunity to grow both by surrounding you with great talent我们倾尽全力持续提供机会，使得你和你周围的杰出同事共同成长81We keep improvingour culture as we grow随着我们的成长，我们持续提升我们的企业文化We try to get betterat seeking excellence我们努力通过寻求卓越而变得更好
