No Rules Rules

Reed Hastings is an entrepreneur who has revolutionized entertainment since co-founding Netflix in 1997, serving as its chairman and CEO since 1999. His first company, Pure Software, was launched in 1991 and acquired just before Netflix was launched. Reed served on the California State Board of Education from 2000 to 2004 and is an active educational philanthropist. He has sat on the board of several educational organizations including Dreambox Learning, KIPP and Pahara. He received a BA from Bowdoin College in 1983 and an MSCS in artificial intelligence from Stanford University in 1988. Between Bowdoin and Stanford, Reed served in the Peace Corps as a volunteer teacher in Southern Africa.Erin Meyer is the author of The Culture Map: Breaking Through the Invisible Boundaries of Global Business, and a professor at INSEAD, one of the world’s leading international business schools. Her work has appeared in Harvard Business Review, The New York Times, and Forbes.com. In 2019, Erin was selected by the Thinkers50 as one of the fifty most influential business thinkers in the world. She received an MBA from INSEAD in 2004 and she currently lives in Paris, France. In 1994-95 Erin also served in the Peace Corps as a volunteer teacher in Southern Africa. Visit erinmeyer.com for more information.

出版者:Penguin Press

作者:Reed Hastings

页数:320

出版时间:2020-5-12

价格:GBP 76.00

装帧:Hardcover

isbn号码:9781984877864

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Netflix cofounder Reed Hastings reveals for the first time the unorthodox culture behind one of the world's most innovative, imaginative, and successful companies

There's never before been a company like Netflix. Not only because it has led a revolution in the entertainment industries; or because it generates billions of dollars in annual revenue; or even because it is watched by hundreds of millions of people in nearly 200 countries. When Reed Hastings co-founded Netflix, he developed a set of counterintuitive and radical management principles, defying all tradition and expectation, which would allow the company to reinvent itself over and over on the way to becoming one of the most loved brands in the world.

Rejecting the conventional wisdom under which other companies operate, Reed set new standards, valuing people over process, emphasizing innovation over efficiency, and giving employees context, not controls. At Netflix, adequate performance gets a generous severance and hard work is irrelevant. At Netflix, you don't try to please your boss, you give candid feedback instead. At Netflix, employees never need approval, and the company always pays top of market. When Hastings and his team first devised these principles, the implications were unknown and untested, but over just a short period of time they have led to unprecedented flexibility, speed, and boldness. The culture of freedom and responsibility has allowed the company to constantly grow and change as the world, and its members' needs, have also transformed.

Here for the first time, Hastings and Erin Meyer, bestselling author of The Culture Map and one of the world's most influential business thinkers, dive deep into the controversial philosophies at the heart of the Netflix psyche, which have generated results that are the envy of the business world. Drawing on hundreds of interviews with current and past Netflix employees from around the globe and never-before-told stories of trial and error from his own career, No Rules Rules is the full, fascinating, and untold story of a unique company making its mark on the world.

读后感

这几年看的商业方面的流行书，可能我就看完了<Zero to One>和这本，这两本书都是让我大受震撼，各种观点看似离经叛道，但是逻辑上又能自圆其说。 这次我是在领导的推荐后才读的，现在公司的老板是网飞文化的粉丝，正试图在自己公司里面实践网飞这一套。新公司我刚刚来一...  

写于2020.09.19, 当时豆瓣书评被关闭了，今天发现已经重开，就从自己的blog那里贴了过来。[https://blog.larrylv.com/post/takeaways-from-no-rules-rules/] 看到有人在推上讨论这本 [No Rules Rules: Netflix and the Culture of Reinvention], 又正好对 Netflix 这家 base 在...  

这本书是我今年看的第一本书，看过的有关Netflix（奈飞）文化的第三本书（前面介绍过《绝对坦率》和《奈飞文化手册》，前面有介绍）。Netflix创立仅23年，现市值超过2000亿美元，全球付费用户两亿。本书是《商业周刊》2020年年度商业图书，也是去年Economist杂志推荐的商业书籍...  

用户评价

补标：挺好读的；也想在talent density高的地方就职

不愧是founder写的，比另一本Patty的好很多。很好的方法论，但不是所有组织都有本事实践，这也是为何Netflix独特的地方。与OKR，Ray Dalio的radical transparency都有可以结合的地方

开篇拿 Steve Jobs 演讲中的 dots 类比 Netflix 企业文化真的十分恰当：每个 dot 都很难独立存在，它们必须互相依存才能发挥作用，所有 dots 构成了独一无二的 Netflix。

未来的经理都需要成为教练

谈不上讨好人格，但自己算那种conflict-avoidant，因此很佩服Netflix的candor氛围。freedom跟responsibility的确吸引人，培养的那种talent density很有创造力，但keeper test太吓人了，只适合这种顶级靠创造力盈利的企业，其它行业沿用日式的管理方法把员工当螺丝钉用的前提是保证员工6分及格8分优秀只是待遇差别，Netflix这种是要求所有员工9.5分，掉0.5分就要领axe的压力对我这种平庸来说压力太大了。解释了Netflix在社交网流传的很多独特气质，放弃个人表现而是用市场行情来定涨薪，鼓励员工接猎头电话了解自己的薪资行情，前提依然是talent density，最后一章蛮有意思的，Dutch员工有趣。