{"id":1329,"date":"2020-03-12T11:57:56","date_gmt":"2020-03-12T10:57:56","guid":{"rendered":"https:\/\/www.chiquadro.it\/?p=1329"},"modified":"2025-05-22T16:52:58","modified_gmt":"2025-05-22T14:52:58","slug":"netflix-culture","status":"publish","type":"post","link":"https:\/\/www.chiquadro.it\/it\/netflix-culture\/","title":{"rendered":"Netflix Culture"},"content":{"rendered":"<div id='av_section_1'  class='avia-section av-afxeo-25f779a63c5974c559974f50f90900c8 main_color avia-section-default avia-no-border-styling  avia-builder-el-0  el_before_av_section  avia-builder-el-first  av-medium-hide av-small-hide av-mini-hide avia-bg-style-scroll container_wrap fullsize'  ><div class='container av-section-cont-open' ><main  role=\"main\" itemprop=\"mainContentOfPage\"  class='template-page content  av-content-full alpha units'><div class='post-entry post-entry-type-page post-entry-1329'><div class='entry-content-wrapper clearfix'>\n<div class='flex_column_table av-jm0fy5c7-b72264b9837fe0a5f5a79669d6510cdc sc-av_one_half av-equal-height-column-flextable'>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-jm0fy5c7-b72264b9837fe0a5f5a79669d6510cdc\">\n.flex_column.av-jm0fy5c7-b72264b9837fe0a5f5a79669d6510cdc{\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div  class='flex_column av-jm0fy5c7-b72264b9837fe0a5f5a79669d6510cdc av_one_half  avia-builder-el-1  el_before_av_one_half  avia-builder-el-first  first flex_column_table_cell av-equal-height-column av-align-top av-zero-column-padding  '     ><style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-jm0fvqcl-de8b2c0c440ee28742d474c91c98f081\">\n.avia-image-container.av-jm0fvqcl-de8b2c0c440ee28742d474c91c98f081 img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-jm0fvqcl-de8b2c0c440ee28742d474c91c98f081 .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-jm0fvqcl-de8b2c0c440ee28742d474c91c98f081 av-styling- avia_animated_image av-animated-when-visible-95 bottom-to-top avia-align-center  avia-builder-el-2  avia-builder-el-no-sibling '   itemprop=\"image\" itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/ImageObject\" ><div class=\"avia-image-container-inner\"><div class=\"avia-image-overlay-wrap\"><img decoding=\"async\" fetchpriority=\"high\" class='wp-image-1330 avia-img-lazy-loading-not-1330 avia_image ' src=\"https:\/\/www.chiquadro.it\/wp-content\/uploads\/2020\/03\/netflix.jpg\" alt='' title='netflix'  height=\"492\" width=\"705\"  itemprop=\"thumbnailUrl\" srcset=\"https:\/\/www.chiquadro.it\/wp-content\/uploads\/2020\/03\/netflix.jpg 705w, https:\/\/www.chiquadro.it\/wp-content\/uploads\/2020\/03\/netflix-300x209.jpg 300w\" sizes=\"(max-width: 705px) 100vw, 705px\" \/><\/div><\/div><\/div><\/div><div class='av-flex-placeholder'><\/div>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-gqxh4-4d0cf643d118b875a1537348f684ffdf\">\n.flex_column.av-gqxh4-4d0cf643d118b875a1537348f684ffdf{\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div  class='flex_column av-gqxh4-4d0cf643d118b875a1537348f684ffdf av_one_half  avia-builder-el-3  el_after_av_one_half  el_before_av_one_full  flex_column_table_cell av-equal-height-column av-align-top av-zero-column-padding  '     ><p>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-27ee9d-44e545ed5b2ce2f09c103967e56e79c4\">\n#top .av-special-heading.av-27ee9d-44e545ed5b2ce2f09c103967e56e79c4{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-27ee9d-44e545ed5b2ce2f09c103967e56e79c4 .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-27ee9d-44e545ed5b2ce2f09c103967e56e79c4 .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-27ee9d-44e545ed5b2ce2f09c103967e56e79c4 av-special-heading-h1 blockquote modern-quote  avia-builder-el-4  el_before_av_textblock  avia-builder-el-first '><h1 class='av-special-heading-tag '  itemprop=\"headline\"  >Netflix Culture<\/h1><div class='av-subheading av-subheading_below'><p>Se c\u2019\u00e8 una cartaccia in terra noi la raccogliamo. Uno dei pi\u00f9 importanti documenti mai uscito dalla Silicon Valley, ad opera di Patty McCord, Chief Talent Officier di Netflix dal 1998 al 2012.<\/p>\n<\/div><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n<section  class='av_textblock_section av-jm0fsn1y-22f0cb6571708e81e9de78cecfe00185 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p class=\"css-a8968a eixa6bi0\">Entertainment, like friendship, is a fundamental human need; it changes how we feel and gives us common ground. We want to entertain the world. If we succeed, there is more laughter, more empathy, and more joy.<\/p>\n<p class=\"css-a8968a eixa6bi0\">To get there, we have an amazing and unusual employee culture. This document is about that culture.<\/p>\n<p class=\"css-a8968a eixa6bi0\">Like all great companies, we strive to hire the best and we value integrity, excellence, respect, inclusion, and collaboration. What is special about Netflix, though, is how much we:<\/p>\n<\/div><\/section><\/p><\/div><\/div><!--close column table wrapper. Autoclose: 1 -->\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-gqxh4-5-1549daaf4f2ec6c2dad2864448421101\">\n.flex_column.av-gqxh4-5-1549daaf4f2ec6c2dad2864448421101{\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div  class='flex_column av-gqxh4-5-1549daaf4f2ec6c2dad2864448421101 av_one_full  avia-builder-el-6  el_after_av_one_half  avia-builder-el-last  first flex_column_div av-zero-column-padding  column-top-margin'     ><section  class='av_textblock_section av-jm0fsn1y-4-7e42f151fd6dd4c5629f07c279b12a48 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><ol class=\"css-1odipt0 eixa6bi13\">\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">encourage independent decision-making by employees<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">share information openly, broadly, and deliberately<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">are extraordinarily candid with each other<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">keep only our highly effective people<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">avoid rules<\/strong><\/li>\n<\/ol>\n<p class=\"css-a8968a eixa6bi0\">Our core philosophy is\u00a0<strong class=\"css-35ezg3 eixa6bi15\">people over process<\/strong>. More specifically, we have great people working together as a\u00a0<strong class=\"css-35ezg3 eixa6bi15\">dream team<\/strong>. With this approach, we are a more flexible, fun, stimulating, creative, collaborative and successful organization.<\/p>\n<h2 id=\"real-values\" class=\"css-n9dwmc eixa6bi3\">Real Values<\/h2>\n<p class=\"css-a8968a eixa6bi0\">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 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.<\/p>\n<h3 id=\"judgment\" class=\"css-1yefhyi eixa6bi4\">Judgment<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You make wise decisions despite ambiguity<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You identify root causes, and get beyond treating symptoms<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You think strategically, and can articulate what you are, and are not, trying to do<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You are good at using data to inform your intuition<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You make decisions based on the long term, not near term<\/li>\n<\/ul>\n<h3 id=\"communication\" class=\"css-1yefhyi eixa6bi4\">Communication<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You are concise and articulate in speech and writing<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You listen well and seek to understand before reacting<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You maintain calm poise in stressful situations to draw out the clearest thinking<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You adapt your communication style to work well with people from around the world who may not share your native language<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You provide candid, helpful, timely feedback to colleagues<\/li>\n<\/ul>\n<h3 id=\"curiosity\" class=\"css-1yefhyi eixa6bi4\">Curiosity<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You learn rapidly and eagerly<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You contribute effectively outside of your specialty<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You make connections that others miss<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You seek to understand our members around the world, and how we entertain them<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You seek alternate perspectives<\/li>\n<\/ul>\n<h3 id=\"courage\" class=\"css-1yefhyi eixa6bi4\">Courage<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You say what you think, when it\u2019s in the best interest of Netflix, even if it is uncomfortable<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You make tough decisions without agonizing<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You take smart risks and are open to possible failure<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You question actions inconsistent with our values<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You are able to be vulnerable, in search of truth<\/li>\n<\/ul>\n<h3 id=\"passion\" class=\"css-1yefhyi eixa6bi4\">Passion<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You inspire others with your thirst for excellence<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You care intensely about our members and Netflix\u2018s success<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You are tenacious and optimistic<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You are quietly confident and openly humble<\/li>\n<\/ul>\n<h3 id=\"selflessness\" class=\"css-1yefhyi eixa6bi4\">Selflessness<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You seek what is best for Netflix, rather than what is best for yourself or your group<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You are open-minded in search of great ideas<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You make time to help colleagues<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You share information openly and proactively<\/li>\n<\/ul>\n<h3 id=\"innovation\" class=\"css-1yefhyi eixa6bi4\">Innovation<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You create new ideas that prove useful<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You re-conceptualize issues to discover solutions to hard problems<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You challenge prevailing assumptions, and suggest better approaches<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You keep us nimble by minimizing complexity and finding time to simplify<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You thrive on change<\/li>\n<\/ul>\n<h3 id=\"inclusion\" class=\"css-1yefhyi eixa6bi4\">Inclusion<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You collaborate effectively with people of diverse backgrounds and cultures<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You nurture and embrace differing perspectives to make better decisions<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You are curious about how our different backgrounds affect us at work, rather than pretending they don\u2019t affect us<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You recognize we all have biases, and work to grow past them<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You intervene if someone else is being marginalized<\/li>\n<\/ul>\n<h3 id=\"integrity\" class=\"css-1yefhyi eixa6bi4\">Integrity<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You are known for candor, authenticity, transparency, and being non-political<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You only say things about fellow employees that you say to their face<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You admit mistakes freely and openly<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You treat people with respect regardless of their status or disagreement with you<\/li>\n<\/ul>\n<h3 id=\"impact\" class=\"css-1yefhyi eixa6bi4\">Impact<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You accomplish amazing amounts of important work<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You demonstrate consistently strong performance so colleagues can rely upon you<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You make your colleagues better<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You focus on results over process<\/li>\n<\/ul>\n<p class=\"css-a8968a eixa6bi0\">It\u2019s easy to write admirable values; it\u2019s harder to live them. In describing courage we say, \u201c<em class=\"css-1u9shfo eixa6bi9\">You question actions inconsistent with our values.<\/em>\u201d 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">In describing integrity we say, \u201c<em class=\"css-1u9shfo eixa6bi9\">You only say things about fellow employees you say to their face.<\/em>\u201d This attribute is one of the hardest for new people to believe \u2014 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 &#8211; up, down and across the organization &#8211; on a continual basis. Leaders demonstrate that we are all fallible and open to feedback. People frequently ask others, \u201cWhat could I be doing better?\u201d and themselves, \u201cWhat feedback have I not yet shared?\u201d<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<h2 id=\"dream-team\" class=\"css-n9dwmc eixa6bi3\">Dream Team<\/h2>\n<p class=\"css-a8968a eixa6bi0\">A dream team<sup class=\"css-1l7hytn eixa6bi10\">1<\/sup>\u00a0is one in which\u00a0<em class=\"css-1u9shfo eixa6bi9\">all<\/em>\u00a0of 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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\u00a0<em class=\"css-1u9shfo eixa6bi9\">we give adequate performers a generous<sup class=\"css-1l7hytn eixa6bi10\">2<\/sup>\u00a0severance package<\/em>\u00a0so 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\u00a0<em class=\"css-1u9shfo eixa6bi9\">every<\/em>\u00a0player 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\u2019 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">We have no bell curves or rankings or quotas such as \u201ccut the bottom 10% every year.\u201d That would be detrimental to fostering collaboration, and is a simplistic, rules-based approach we would never support. We focus on managers\u2019 judgment through the \u201ckeeper test\u201d 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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, \u201cHow hard would you work to change my mind if I were thinking of leaving?\u201d In the tension between honesty and kindness, we lean into honesty. No matter how honest, though, we treat people with respect.<\/p>\n<p class=\"css-a8968a eixa6bi0\">One might assume that with dream team focus, people are afraid of making mistakes. In fact, it\u2019s 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\u2019s overall expected contribution.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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 \u201c<em class=\"css-1u9shfo eixa6bi9\">You make time to help colleagues. You share information openly and proactively<\/em>.\u201d We want new colleagues to feel very welcome and get all the support they need to be effective.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">On a dream team, there are no \u201cbrilliant jerks.\u201d 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 a collection of individuals.<\/p>\n<p class=\"css-a8968a eixa6bi0\">Succeeding on a dream team is about being effective, not about working hard. Sustained \u201cB\u201d performance, despite an \u201cA\u201d for effort, gets a respectful severance package. Sustained \u201cA\u201d performance, even with a 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\u2019s contribution.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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 \u201craises\u201d and there is no raise pool to divide up. The market for talent is what it is. We avoid the model of \u201c2% raise for adequate, 4% raise for great\u201d. Some employees\u2019 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">Note that if our company experienced financial difficulty, we wouldn\u2019t 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<h2 id=\"freedom-and-responsibility\" class=\"css-n9dwmc eixa6bi3\">Freedom and Responsibility<\/h2>\n<p class=\"css-a8968a eixa6bi0\">There are companies where people ignore 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 \u201cthat\u2019s not my job.\u201d We don\u2019t have rules about picking up the real or metaphoric trash. We try to create a sense of ownership so that this behavior comes naturally.<\/p>\n<p class=\"css-a8968a eixa6bi0\">Our goal is to inspire people more than manage them. We trust our teams to do what they think is best for Netflix \u2014 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">In many organizations, there is an unhealthy emphasis on process and not much freedom. These organizations didn\u2019t 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 \u201cgrow up\u201d 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 business model \u2014 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">We are dedicated to increasing employee<sup class=\"css-1l7hytn eixa6bi10\">3<\/sup>\u00a0freedom to fight the python of process. Some examples of how we operate with unusual amounts of freedom are:<\/p>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">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\u2019s 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.<\/li>\n<li class=\"css-pyny9i eixa6bi8\">There are virtually no spending controls and few contract signing controls. Each employee is expected to seek advice and perspective as appropriate. \u201cUse good judgment\u201d is our core precept.<\/li>\n<li class=\"css-pyny9i eixa6bi8\">Our policy for travel, entertainment, gifts, and other expenses is 5 words long: \u201cact in Netflix\u2019s best interest.\u201d<\/li>\n<li class=\"css-pyny9i eixa6bi8\">Our vacation policy is \u201ctake vacation.\u201d We don\u2019t 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 a weekday afternoon, 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.<\/li>\n<li class=\"css-pyny9i eixa6bi8\">Our parental leave policy is: \u201ctake care of your baby and yourself.\u201d New parents generally take 4-8 months.<\/li>\n<li class=\"css-pyny9i eixa6bi8\">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 you<sup class=\"css-1l7hytn eixa6bi10\">4<\/sup>. 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.<\/li>\n<li class=\"css-pyny9i eixa6bi8\">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.<\/li>\n<\/ul>\n<p class=\"css-a8968a eixa6bi0\">You might think that such freedom would lead to chaos. But we also don\u2019t have a clothing policy, yet no one has come to work naked. The lesson is you don\u2019t need policies for everything. Most people understand the benefits of wearing clothes at work.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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\u2019 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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\u2019t mean that our employees are not worthy of great trust.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<h2 id=\"informed-captains\" class=\"css-n9dwmc eixa6bi3\">Informed Captains<\/h2>\n<p class=\"css-a8968a eixa6bi0\">For every significant decision there is a responsible captain of the ship who makes a judgment call after sharing and digesting others\u2019 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 \u201ccaptain\u201d. 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\u2019t 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.<\/p>\n<h2 id=\"disagree-openly\" class=\"css-n9dwmc eixa6bi3\">Disagree Openly<\/h2>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<h2 id=\"context-not-control\" class=\"css-n9dwmc eixa6bi3\">Context not Control<\/h2>\n<p class=\"css-a8968a eixa6bi0\">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&#8217;s job at every level is to set clear context so that others have the right information to make generally great decisions.<\/p>\n<p class=\"css-a8968a eixa6bi0\">We don\u2019t 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">We strive to develop good decision-making muscles everywhere in our company. We pride ourselves on how few, not how many, decisions senior management makes. We don\u2019t want hands-off management, though. Each leader&#8217;s role is to teach, to set context, and to be highly informed of what is actually 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">There are some minor exceptions to \u201ccontext not control,\u201d 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\u2019t yet absorbed enough context to be confident, or when it\u2019s recognized that the wrong person is in a decision-making role (temporarily, no doubt).<\/p>\n<p class=\"css-a8968a eixa6bi0\">We tell people not to seek to please their boss. Instead, seek to serve the business. It\u2019s OK to disagree with your manager. It\u2019s never OK to hide anything. It\u2019s OK to say to your manager, \u201cI know you disagree, but I\u2019m going to do X because I think it is a better solution. Let me know if you want to specifically override my decision.\u201d What we don\u2019t want is people guessing what their manager would do or want, and then executing on that guess.<\/p>\n<h2 id=\"highly-aligned-loosely-coupled\" class=\"css-n9dwmc eixa6bi3\">Highly Aligned, Loosely Coupled<\/h2>\n<p class=\"css-a8968a eixa6bi0\">As companies grow, they often become highly centralized and inflexible. Symptoms include:<\/p>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">Senior management is involved in many small decisions<\/li>\n<li class=\"css-pyny9i eixa6bi8\">There are numerous cross-departmental buy-in meetings to socialize tactics<\/li>\n<li class=\"css-pyny9i eixa6bi8\">Pleasing other internal groups takes precedence over pleasing customers<\/li>\n<li class=\"css-pyny9i eixa6bi8\">The organization is highly coordinated and less prone to error, but slow and frustrating<\/li>\n<\/ul>\n<p class=\"css-a8968a eixa6bi0\">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\u2019t know of, or have approval over, their peer activities. If, later, the activities don\u2019t 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">The success of a \u201cHighly Aligned, Loosely Coupled\u201d 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.<\/p>\n<h2 id=\"seeking-excellence\" class=\"css-n9dwmc eixa6bi3\">Seeking Excellence<\/h2>\n<p class=\"css-a8968a eixa6bi0\">New employees often comment in their first few months that they are surprised at 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">We do not seek to preserve our culture \u2014 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.<\/p>\n<h2 id=\"summary\" class=\"css-n9dwmc eixa6bi3\">Summary<\/h2>\n<p class=\"css-a8968a eixa6bi0\">As we wrote in the beginning, what is special about Netflix is how much we:<\/p>\n<ol class=\"css-1odipt0 eixa6bi13\">\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">encourage independent decision-making by employees<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">share information openly, broadly, and deliberately<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">are extraordinarily candid with each other<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">keep only our highly effective people<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">avoid rules<\/strong><\/li>\n<\/ol>\n<h2 id=\"finally\" class=\"css-n9dwmc eixa6bi3\">Finally<\/h2>\n<p class=\"css-a8968a eixa6bi0\">Antoine de Saint-Exup\u00e9ry, the author of\u00a0<em class=\"css-1u9shfo eixa6bi9\">The Little Prince,<\/em>\u00a0shows us the way:<\/p>\n<blockquote class=\"css-129u8p0 eixa6bi14\">\n<h4 id=\"object-object\" class=\"css-926din eixa6bi5\"><em class=\"css-1u9shfo eixa6bi9\">If you want to build a ship,<\/em><\/h4>\n<h4 id=\"object-object\" class=\"css-926din eixa6bi5\"><em class=\"css-1u9shfo eixa6bi9\">don&#8217;t drum up the people<\/em><\/h4>\n<h4 id=\"object-object\" class=\"css-926din eixa6bi5\"><em class=\"css-1u9shfo eixa6bi9\">to gather wood, divide the<\/em><\/h4>\n<h4 id=\"object-object\" class=\"css-926din eixa6bi5\"><em class=\"css-1u9shfo eixa6bi9\">work, and give orders.<\/em><\/h4>\n<h4 id=\"object-object\" class=\"css-926din eixa6bi5\"><em class=\"css-1u9shfo eixa6bi9\">Instead, teach them to yearn<\/em><\/h4>\n<h4 id=\"object-object\" class=\"css-926din eixa6bi5\"><em class=\"css-1u9shfo eixa6bi9\">for the vast and endless sea.<\/em><\/h4>\n<\/blockquote>\n<div>\n<p class=\"css-ker8h2 e1wydzx50\"><sup class=\"css-1l7hytn e1wydzx51\">1<\/sup>\u00a0We mean the team of your dreams, not the 1992 men\u2019s USA Olympic basketball team.<\/p>\n<p class=\"css-ker8h2 e1wydzx50\"><sup class=\"css-1l7hytn e1wydzx51\">2<\/sup>\u00a0We generally offer a minimum of four months of full pay as a severance package, giving our ex-teammates time to find a new company.<\/p>\n<p class=\"css-ker8h2 e1wydzx50\"><sup class=\"css-1l7hytn e1wydzx51\">3<\/sup>\u00a0Mostly for our salaried employees; there are many limitations on this for our hourly employees due to legal requirements.<\/p>\n<p class=\"css-ker8h2 e1wydzx50\"><sup class=\"css-1l7hytn e1wydzx51\">4<\/sup>\u00a0Sadly, a few countries\u2019 tax laws do not support employee choice (Singapore, Japan, France, Korea, Taiwan)<\/p>\n<\/div>\n<\/div><\/section><br \/>\n<section  class='av_textblock_section av-k7oro5w8-0d7ac7f7572685f877a8a6860f26387a '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>Fonte: <a href=\"https:\/\/jobs.netflix.com\/culture\" target=\"_blank\" rel=\"noopener\">https:\/\/jobs.netflix.com\/culture<\/a><\/p>\n<\/div><\/section><\/p><\/div>\n\n<\/div><\/div><\/main><!-- close content main element --><\/div><\/div><div id='av_section_2'  class='avia-section av-afxeo-8-1530c9961fb9d846c78f63683943664a main_color avia-section-default avia-no-border-styling  avia-builder-el-9  el_after_av_section  avia-builder-el-last  av-desktop-hide avia-bg-style-scroll container_wrap fullsize'  ><div class='container av-section-cont-open' ><div class='template-page content  av-content-full alpha units'><div class='post-entry post-entry-type-page post-entry-1329'><div class='entry-content-wrapper clearfix'>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-gqxh4-3-f870cd721e64c71d652ec18a61d4eed5\">\n.flex_column.av-gqxh4-3-f870cd721e64c71d652ec18a61d4eed5{\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div  class='flex_column av-gqxh4-3-f870cd721e64c71d652ec18a61d4eed5 av_one_half  avia-builder-el-10  el_before_av_one_half  avia-builder-el-first  first av-break-at-tablet flex_column_div av-zero-column-padding  '     ><p>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-21dpc1-a9e388610d64123b294673f35bbab8a4\">\n#top .av-special-heading.av-21dpc1-a9e388610d64123b294673f35bbab8a4{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-21dpc1-a9e388610d64123b294673f35bbab8a4 .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-21dpc1-a9e388610d64123b294673f35bbab8a4 .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-21dpc1-a9e388610d64123b294673f35bbab8a4 av-special-heading-h1 blockquote modern-quote  avia-builder-el-11  el_before_av_textblock  avia-builder-el-first '><h1 class='av-special-heading-tag '  itemprop=\"headline\"  >Netflix Culture<\/h1><div class='av-subheading av-subheading_below'><p>Uno dei pi\u00f9 importanti documenti mai uscito dalla Silicon Valley, ad opera di Patty McCord,<\/p>\n<p>Chief Talent Officier di Netflix dal 1998 al 2012.<\/p>\n<\/div><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n<section  class='av_textblock_section av-jm0fsn1y-2-48afb949ed9dc70d2c11e346bbe8bba3 '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p class=\"css-a8968a eixa6bi0\">Entertainment, like friendship, is a fundamental human need; it changes how we feel and gives us common ground. We want to entertain the world. If we succeed, there is more laughter, more empathy, and more joy.<\/p>\n<p class=\"css-a8968a eixa6bi0\">To get there, we have an amazing and unusual employee culture. This document is about that culture.<\/p>\n<p class=\"css-a8968a eixa6bi0\">Like all great companies, we strive to hire the best and we value integrity, excellence, respect, inclusion, and collaboration. What is special about Netflix, though, is how much we:<\/p>\n<ol class=\"css-1odipt0 eixa6bi13\">\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">encourage independent decision-making by employees<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">share information openly, broadly, and deliberately<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">are extraordinarily candid with each other<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">keep only our highly effective people<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">avoid rules<\/strong><\/li>\n<\/ol>\n<p class=\"css-a8968a eixa6bi0\">Our core philosophy is\u00a0<strong class=\"css-35ezg3 eixa6bi15\">people over process<\/strong>. More specifically, we have great people working together as a\u00a0<strong class=\"css-35ezg3 eixa6bi15\">dream team<\/strong>. With this approach, we are a more flexible, fun, stimulating, creative, collaborative and successful organization.<\/p>\n<h2 id=\"real-values\" class=\"css-n9dwmc eixa6bi3\">Real Values<\/h2>\n<p class=\"css-a8968a eixa6bi0\">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 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.<\/p>\n<h3 id=\"judgment\" class=\"css-1yefhyi eixa6bi4\">Judgment<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You make wise decisions despite ambiguity<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You identify root causes, and get beyond treating symptoms<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You think strategically, and can articulate what you are, and are not, trying to do<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You are good at using data to inform your intuition<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You make decisions based on the long term, not near term<\/li>\n<\/ul>\n<h3 id=\"communication\" class=\"css-1yefhyi eixa6bi4\">Communication<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You are concise and articulate in speech and writing<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You listen well and seek to understand before reacting<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You maintain calm poise in stressful situations to draw out the clearest thinking<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You adapt your communication style to work well with people from around the world who may not share your native language<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You provide candid, helpful, timely feedback to colleagues<\/li>\n<\/ul>\n<h3 id=\"curiosity\" class=\"css-1yefhyi eixa6bi4\">Curiosity<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You learn rapidly and eagerly<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You contribute effectively outside of your specialty<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You make connections that others miss<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You seek to understand our members around the world, and how we entertain them<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You seek alternate perspectives<\/li>\n<\/ul>\n<h3 id=\"courage\" class=\"css-1yefhyi eixa6bi4\">Courage<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You say what you think, when it\u2019s in the best interest of Netflix, even if it is uncomfortable<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You make tough decisions without agonizing<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You take smart risks and are open to possible failure<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You question actions inconsistent with our values<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You are able to be vulnerable, in search of truth<\/li>\n<\/ul>\n<h3 id=\"passion\" class=\"css-1yefhyi eixa6bi4\">Passion<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You inspire others with your thirst for excellence<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You care intensely about our members and Netflix\u2018s success<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You are tenacious and optimistic<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You are quietly confident and openly humble<\/li>\n<\/ul>\n<h3 id=\"selflessness\" class=\"css-1yefhyi eixa6bi4\">Selflessness<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You seek what is best for Netflix, rather than what is best for yourself or your group<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You are open-minded in search of great ideas<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You make time to help colleagues<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You share information openly and proactively<\/li>\n<\/ul>\n<h3 id=\"innovation\" class=\"css-1yefhyi eixa6bi4\">Innovation<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You create new ideas that prove useful<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You re-conceptualize issues to discover solutions to hard problems<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You challenge prevailing assumptions, and suggest better approaches<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You keep us nimble by minimizing complexity and finding time to simplify<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You thrive on change<\/li>\n<\/ul>\n<h3 id=\"inclusion\" class=\"css-1yefhyi eixa6bi4\">Inclusion<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You collaborate effectively with people of diverse backgrounds and cultures<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You nurture and embrace differing perspectives to make better decisions<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You are curious about how our different backgrounds affect us at work, rather than pretending they don\u2019t affect us<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You recognize we all have biases, and work to grow past them<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You intervene if someone else is being marginalized<\/li>\n<\/ul>\n<h3 id=\"integrity\" class=\"css-1yefhyi eixa6bi4\">Integrity<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You are known for candor, authenticity, transparency, and being non-political<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You only say things about fellow employees that you say to their face<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You admit mistakes freely and openly<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You treat people with respect regardless of their status or disagreement with you<\/li>\n<\/ul>\n<h3 id=\"impact\" class=\"css-1yefhyi eixa6bi4\">Impact<\/h3>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">You accomplish amazing amounts of important work<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You demonstrate consistently strong performance so colleagues can rely upon you<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You make your colleagues better<\/li>\n<li class=\"css-pyny9i eixa6bi8\">You focus on results over process<\/li>\n<\/ul>\n<p class=\"css-a8968a eixa6bi0\">It\u2019s easy to write admirable values; it\u2019s harder to live them. In describing courage we say, \u201c<em class=\"css-1u9shfo eixa6bi9\">You question actions inconsistent with our values.<\/em>\u201d 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">In describing integrity we say, \u201c<em class=\"css-1u9shfo eixa6bi9\">You only say things about fellow employees you say to their face.<\/em>\u201d This attribute is one of the hardest for new people to believe \u2014 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 &#8211; up, down and across the organization &#8211; on a continual basis. Leaders demonstrate that we are all fallible and open to feedback. People frequently ask others, \u201cWhat could I be doing better?\u201d and themselves, \u201cWhat feedback have I not yet shared?\u201d<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<h2 id=\"dream-team\" class=\"css-n9dwmc eixa6bi3\">Dream Team<\/h2>\n<p class=\"css-a8968a eixa6bi0\">A dream team<sup class=\"css-1l7hytn eixa6bi10\">1<\/sup>\u00a0is one in which\u00a0<em class=\"css-1u9shfo eixa6bi9\">all<\/em>\u00a0of 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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\u00a0<em class=\"css-1u9shfo eixa6bi9\">we give adequate performers a generous<sup class=\"css-1l7hytn eixa6bi10\">2<\/sup>\u00a0severance package<\/em>\u00a0so 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\u00a0<em class=\"css-1u9shfo eixa6bi9\">every<\/em>\u00a0player 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\u2019 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">We have no bell curves or rankings or quotas such as \u201ccut the bottom 10% every year.\u201d That would be detrimental to fostering collaboration, and is a simplistic, rules-based approach we would never support. We focus on managers\u2019 judgment through the \u201ckeeper test\u201d 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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, \u201cHow hard would you work to change my mind if I were thinking of leaving?\u201d In the tension between honesty and kindness, we lean into honesty. No matter how honest, though, we treat people with respect.<\/p>\n<p class=\"css-a8968a eixa6bi0\">One might assume that with dream team focus, people are afraid of making mistakes. In fact, it\u2019s 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\u2019s overall expected contribution.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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 \u201c<em class=\"css-1u9shfo eixa6bi9\">You make time to help colleagues. You share information openly and proactively<\/em>.\u201d We want new colleagues to feel very welcome and get all the support they need to be effective.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">On a dream team, there are no \u201cbrilliant jerks.\u201d 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 a collection of individuals.<\/p>\n<p class=\"css-a8968a eixa6bi0\">Succeeding on a dream team is about being effective, not about working hard. Sustained \u201cB\u201d performance, despite an \u201cA\u201d for effort, gets a respectful severance package. Sustained \u201cA\u201d performance, even with a 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\u2019s contribution.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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 \u201craises\u201d and there is no raise pool to divide up. The market for talent is what it is. We avoid the model of \u201c2% raise for adequate, 4% raise for great\u201d. Some employees\u2019 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">Note that if our company experienced financial difficulty, we wouldn\u2019t 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<h2 id=\"freedom-and-responsibility\" class=\"css-n9dwmc eixa6bi3\">Freedom and Responsibility<\/h2>\n<p class=\"css-a8968a eixa6bi0\">There are companies where people ignore 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 \u201cthat\u2019s not my job.\u201d We don\u2019t have rules about picking up the real or metaphoric trash. We try to create a sense of ownership so that this behavior comes naturally.<\/p>\n<p class=\"css-a8968a eixa6bi0\">Our goal is to inspire people more than manage them. We trust our teams to do what they think is best for Netflix \u2014 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">In many organizations, there is an unhealthy emphasis on process and not much freedom. These organizations didn\u2019t 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 \u201cgrow up\u201d 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 business model \u2014 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">We are dedicated to increasing employee<sup class=\"css-1l7hytn eixa6bi10\">3<\/sup>\u00a0freedom to fight the python of process. Some examples of how we operate with unusual amounts of freedom are:<\/p>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">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\u2019s 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.<\/li>\n<li class=\"css-pyny9i eixa6bi8\">There are virtually no spending controls and few contract signing controls. Each employee is expected to seek advice and perspective as appropriate. \u201cUse good judgment\u201d is our core precept.<\/li>\n<li class=\"css-pyny9i eixa6bi8\">Our policy for travel, entertainment, gifts, and other expenses is 5 words long: \u201cact in Netflix\u2019s best interest.\u201d<\/li>\n<li class=\"css-pyny9i eixa6bi8\">Our vacation policy is \u201ctake vacation.\u201d We don\u2019t 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 a weekday afternoon, 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.<\/li>\n<li class=\"css-pyny9i eixa6bi8\">Our parental leave policy is: \u201ctake care of your baby and yourself.\u201d New parents generally take 4-8 months.<\/li>\n<li class=\"css-pyny9i eixa6bi8\">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 you<sup class=\"css-1l7hytn eixa6bi10\">4<\/sup>. 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.<\/li>\n<li class=\"css-pyny9i eixa6bi8\">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.<\/li>\n<\/ul>\n<p class=\"css-a8968a eixa6bi0\">You might think that such freedom would lead to chaos. But we also don\u2019t have a clothing policy, yet no one has come to work naked. The lesson is you don\u2019t need policies for everything. Most people understand the benefits of wearing clothes at work.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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\u2019 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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\u2019t mean that our employees are not worthy of great trust.<\/p>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<h2 id=\"informed-captains\" class=\"css-n9dwmc eixa6bi3\">Informed Captains<\/h2>\n<p class=\"css-a8968a eixa6bi0\">For every significant decision there is a responsible captain of the ship who makes a judgment call after sharing and digesting others\u2019 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 \u201ccaptain\u201d. 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\u2019t 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.<\/p>\n<h2 id=\"disagree-openly\" class=\"css-n9dwmc eixa6bi3\">Disagree Openly<\/h2>\n<p class=\"css-a8968a eixa6bi0\">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.<\/p>\n<h2 id=\"context-not-control\" class=\"css-n9dwmc eixa6bi3\">Context not Control<\/h2>\n<p class=\"css-a8968a eixa6bi0\">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&#8217;s job at every level is to set clear context so that others have the right information to make generally great decisions.<\/p>\n<p class=\"css-a8968a eixa6bi0\">We don\u2019t 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">We strive to develop good decision-making muscles everywhere in our company. We pride ourselves on how few, not how many, decisions senior management makes. We don\u2019t want hands-off management, though. Each leader&#8217;s role is to teach, to set context, and to be highly informed of what is actually 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">There are some minor exceptions to \u201ccontext not control,\u201d 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\u2019t yet absorbed enough context to be confident, or when it\u2019s recognized that the wrong person is in a decision-making role (temporarily, no doubt).<\/p>\n<p class=\"css-a8968a eixa6bi0\">We tell people not to seek to please their boss. Instead, seek to serve the business. It\u2019s OK to disagree with your manager. It\u2019s never OK to hide anything. It\u2019s OK to say to your manager, \u201cI know you disagree, but I\u2019m going to do X because I think it is a better solution. Let me know if you want to specifically override my decision.\u201d What we don\u2019t want is people guessing what their manager would do or want, and then executing on that guess.<\/p>\n<h2 id=\"highly-aligned-loosely-coupled\" class=\"css-n9dwmc eixa6bi3\">Highly Aligned, Loosely Coupled<\/h2>\n<p class=\"css-a8968a eixa6bi0\">As companies grow, they often become highly centralized and inflexible. Symptoms include:<\/p>\n<ul class=\"css-1fhhxe5 eixa6bi11\">\n<li class=\"css-pyny9i eixa6bi8\">Senior management is involved in many small decisions<\/li>\n<li class=\"css-pyny9i eixa6bi8\">There are numerous cross-departmental buy-in meetings to socialize tactics<\/li>\n<li class=\"css-pyny9i eixa6bi8\">Pleasing other internal groups takes precedence over pleasing customers<\/li>\n<li class=\"css-pyny9i eixa6bi8\">The organization is highly coordinated and less prone to error, but slow and frustrating<\/li>\n<\/ul>\n<p class=\"css-a8968a eixa6bi0\">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\u2019t know of, or have approval over, their peer activities. If, later, the activities don\u2019t 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">The success of a \u201cHighly Aligned, Loosely Coupled\u201d 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.<\/p>\n<h2 id=\"seeking-excellence\" class=\"css-n9dwmc eixa6bi3\">Seeking Excellence<\/h2>\n<p class=\"css-a8968a eixa6bi0\">New employees often comment in their first few months that they are surprised at 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.<\/p>\n<p class=\"css-a8968a eixa6bi0\">We do not seek to preserve our culture \u2014 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.<\/p>\n<h2 id=\"summary\" class=\"css-n9dwmc eixa6bi3\">Summary<\/h2>\n<p class=\"css-a8968a eixa6bi0\">As we wrote in the beginning, what is special about Netflix is how much we:<\/p>\n<ol class=\"css-1odipt0 eixa6bi13\">\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">encourage independent decision-making by employees<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">share information openly, broadly, and deliberately<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">are extraordinarily candid with each other<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">keep only our highly effective people<\/strong><\/li>\n<li class=\"css-pyny9i eixa6bi8\"><strong class=\"css-35ezg3 eixa6bi15\">avoid rules<\/strong><\/li>\n<\/ol>\n<h2 id=\"finally\" class=\"css-n9dwmc eixa6bi3\">Finally<\/h2>\n<p class=\"css-a8968a eixa6bi0\">Antoine de Saint-Exup\u00e9ry, the author of\u00a0<em class=\"css-1u9shfo eixa6bi9\">The Little Prince,<\/em>\u00a0shows us the way:<\/p>\n<blockquote class=\"css-129u8p0 eixa6bi14\">\n<h4 id=\"object-object\" class=\"css-926din eixa6bi5\"><em class=\"css-1u9shfo eixa6bi9\">If you want to build a ship,<\/em><\/h4>\n<h4 id=\"object-object\" class=\"css-926din eixa6bi5\"><em class=\"css-1u9shfo eixa6bi9\">don&#8217;t drum up the people<\/em><\/h4>\n<h4 id=\"object-object\" class=\"css-926din eixa6bi5\"><em class=\"css-1u9shfo eixa6bi9\">to gather wood, divide the<\/em><\/h4>\n<h4 id=\"object-object\" class=\"css-926din eixa6bi5\"><em class=\"css-1u9shfo eixa6bi9\">work, and give orders.<\/em><\/h4>\n<h4 id=\"object-object\" class=\"css-926din eixa6bi5\"><em class=\"css-1u9shfo eixa6bi9\">Instead, teach them to yearn<\/em><\/h4>\n<h4 id=\"object-object\" class=\"css-926din eixa6bi5\"><em class=\"css-1u9shfo eixa6bi9\">for the vast and endless sea.<\/em><\/h4>\n<\/blockquote>\n<div>\n<p class=\"css-ker8h2 e1wydzx50\"><sup class=\"css-1l7hytn e1wydzx51\">1<\/sup>\u00a0We mean the team of your dreams, not the 1992 men\u2019s USA Olympic basketball team.<\/p>\n<p class=\"css-ker8h2 e1wydzx50\"><sup class=\"css-1l7hytn e1wydzx51\">2<\/sup>\u00a0We generally offer a minimum of four months of full pay as a severance package, giving our ex-teammates time to find a new company.<\/p>\n<p class=\"css-ker8h2 e1wydzx50\"><sup class=\"css-1l7hytn e1wydzx51\">3<\/sup>\u00a0Mostly for our salaried employees; there are many limitations on this for our hourly employees due to legal requirements.<\/p>\n<p class=\"css-ker8h2 e1wydzx50\"><sup class=\"css-1l7hytn e1wydzx51\">4<\/sup>\u00a0Sadly, a few countries\u2019 tax laws do not support employee choice (Singapore, Japan, France, Korea, Taiwan)<\/p>\n<\/div>\n<\/div><\/section><br \/>\n<section  class='av_textblock_section av-k7oro5w8-1-61b0efadf81686cd055b8dc426b1cadd '   itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>Fonte: <a href=\"https:\/\/jobs.netflix.com\/culture\" target=\"_blank\" rel=\"noopener\">https:\/\/jobs.netflix.com\/culture<\/a><\/p>\n<\/div><\/section><\/p><\/div>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-jm0fy5c7-7-7177764c1364d45ce8c67cc18fe065a2\">\n.flex_column.av-jm0fy5c7-7-7177764c1364d45ce8c67cc18fe065a2{\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div  class='flex_column av-jm0fy5c7-7-7177764c1364d45ce8c67cc18fe065a2 av_one_half  avia-builder-el-14  el_after_av_one_half  avia-builder-el-last  av-break-at-tablet flex_column_div av-zero-column-padding  '     ><style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-jm0fvqcl-6-b52aedf13bdb4646595295e5be41d6e8\">\n.avia-image-container.av-jm0fvqcl-6-b52aedf13bdb4646595295e5be41d6e8 img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-jm0fvqcl-6-b52aedf13bdb4646595295e5be41d6e8 .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-jm0fvqcl-6-b52aedf13bdb4646595295e5be41d6e8 av-styling- avia_animated_image av-animated-when-visible-95 bottom-to-top avia-align-center  avia-builder-el-15  avia-builder-el-no-sibling '   itemprop=\"image\" itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/ImageObject\" ><div class=\"avia-image-container-inner\"><div class=\"avia-image-overlay-wrap\"><img decoding=\"async\" fetchpriority=\"high\" class='wp-image-1330 avia-img-lazy-loading-not-1330 avia_image ' src=\"https:\/\/www.chiquadro.it\/wp-content\/uploads\/2020\/03\/netflix.jpg\" alt='' title='netflix'  height=\"492\" width=\"705\"  itemprop=\"thumbnailUrl\" srcset=\"https:\/\/www.chiquadro.it\/wp-content\/uploads\/2020\/03\/netflix.jpg 705w, https:\/\/www.chiquadro.it\/wp-content\/uploads\/2020\/03\/netflix-300x209.jpg 300w\" sizes=\"(max-width: 705px) 100vw, 705px\" \/><\/div><\/div><\/div><\/div>\n\n","protected":false},"excerpt":{"rendered":"<p>Se c\u2019\u00e8 una cartaccia in terra noi la raccogliamo. Uno dei pi\u00f9 importanti documenti mai uscito dalla Silicon Valley, ad opera di Patty McCord, Chief Talent Officier di Netflix dal 1998 al 2012.<\/p>\n","protected":false},"author":1,"featured_media":1330,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":"","_members_access_role":[],"_members_access_error":""},"categories":[4],"tags":[],"class_list":["post-1329","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.9 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Netflix Culture - Chiquadro<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.chiquadro.it\/it\/netflix-culture\/\" \/>\n<meta property=\"og:locale\" content=\"it_IT\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Netflix Culture - Chiquadro\" \/>\n<meta property=\"og:description\" content=\"Se c\u2019\u00e8 una cartaccia in terra noi la raccogliamo. 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