No Rules Rules - Reed Hastings, Erin Meyer

No Rules Rules

Reed Hastings, Erin Meyer

出版社

Penguin Press

出版时间

2020-05-12

ISBN

9781984877864

评分

★★★★★
书籍介绍
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.
AI导读
核心看点
  • 揭秘网飞四次转型背后的反直觉管理哲学
  • 以高人才密度和极致坦诚取代传统管控
  • 倡导自由与责任并重,情境管理优于控制
适合谁读
  • 寻求打破常规、激发团队创新的管理者
  • 对硅谷顶尖企业文化与商业模式感兴趣者
  • 希望提升职场坦诚度与自我驱动力的员工
读前提醒
  • 网飞模式依赖极高人才密度,非普适解药
  • 需辩证看待‘留任测试’带来的高压环境
  • 结合本土文化背景,理性评估落地可行性
读者共识
  • 自由与责任并重的文化极具吸引力与启发性
  • 高人才密度是维持创新与高效协作的核心
  • 坦诚反馈机制虽残酷,但能加速组织进化

本导读基于书籍简介、目录、原文摘录、短评和书评生成,不等同于全文精读。

精彩摘录
  • "15年,四次转型。 1. 邮政递送DVD → 网络流媒体播放 2. 网络播放旧内容 → 通过外部制片公司创作新内容,如 House of Cards. 3. 从外部授权 → 创建自己的制片公司,如Stranger Things. 4. 从美国到世界各地,成为一家业务遍及190个国家的全球性公司。"
  • "如果你给员工更多的自由,而不是制定规则来阻止他们发挥自己的判断,他们会做出更好的决定,也更有责任感。这样,员工工作起来会更愉快,更有动力,公司经营也会更加灵活。但是,必须有一个基础,既让公司先从以下两个方面得到提升:第一,提高人才密度。第二,提高坦诚度。(讲究客套的人际交往会妨碍员工作出必要的反馈)。 在此基础上,需做好一道减法-减少管控。“进行情景管理,而非控制管理。” 同时让员工把握这样一个原则:工作不是要费心地取悦老板。(Freedom & Responsibi"
  • "网飞文化的内核是人才,它的理论基础是我们大家必须关注的“人效益现象”,即一个富有才华的人所产出的创新效果将数倍于一个能中等的人,并且随着技术和创新发展,这种倍数还在不断增加。这里需要强调的是,这种人才效益现象针对的是创新能力起决定性作用的工作岗位,比如技术研究和产品开发等。针对这一现象,里德提出将人オ密度作为企业创新能力的内核基础。因为优秀人才能激励其他优秀人才,而精英创造的出色成果能感染更多的出色人オ。一个企业只具备少量的人才是不够的,它需要累积足够的人才密度才能具备高水平的创新能力。 基于这个管理理念,网飞通过大胆探索,建立起了多项提高人オ密度的企业文化和管理机制。第一是人才薪酬策略。网飞"
  • "我开始鼓励每个人说出自己的真实想法,但意图必须是积极的,不要攻击或伤害他人,从而将各种想法、意见和反馈摆到台面上来加以解决。 在大多数情况下,无论是社交场合还是专业领域,坚持说出自己真正想法的人很快就会被孤立,甚至遭到排斥。但是在网飞,我们却热烈拥抱这样一种态度。我们鼓励员工不断提出建设性的反馈意见,可以是自下而上的意见,也可以是自上而下的意见,还可以是部门间横向的意见。 我们不喜欢但需要坦诚 考虑是否给予反馈时,人们经常会纠结于这样一个问题:他们既不想伤害接收者的感受,又希望能给对方提供帮助。而网飞的目标则是:帮助彼此取得成功,不要担心偶尔伤害了对方的感受。更重要的是,我们发现,在恰当的氛围"
  • "公元前 800 年,经商失败的希腊商人会被强迫头顶篮子坐在集市上。在 17 世纪的法国,破产的企业主会在市镇广场上遭到谴责。如果不想人狱,他们每次出门都得戴一顶绿帽子。"
  • "如果你想造艘船, 不要老催人去采木, 忙着分配工作 和发号施令 而是要激起他们 对浩瀚无垠的大海的向往。"
  • "我和马克一起经营着一家成立才两年的小公司,通过公司网站出租DVD光碟。 柯达未能从胶卷摄影转变为数码摄影,诺基亚未能从翻盖手机发展成智能手机。"
  • "Connecting the docts -- Steve Jobs 面向未来,你无法将所有节点串联在一起;只有回望过去,你才能看清这些节点是如何串在一起的。"
作者简介
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.
用户评论
全书用10个点阐述奈飞的文化之本:高人才密度(理想的工作场所就是有出色的同事),坦诚(用好意说你真正想说的)和去掉控制。这10点分成三个大章节,一个章节比一个章节递进。夯实高人才密度需要付市场上最高的薪酬和持续做留任测试;巩固坦诚文化需要将公司信息坦诚布公(让每人读懂公司利润表)和建立反馈的机制(给与和接受反馈的4A机制,在不直接文化的亚洲国家需要更正式更频繁的反馈机制);去掉控制可以先从去除假期和差旅审批制度开始,接着形成由前线的员工作为Informed captain单独做出决策,决策的过程需要广泛farm for dissent,决策失败了要sunshine it;最终整个公司的决策链不是一个金字塔,而是一个大树,老板作为树的跟,一层层的管理者和员工作为树枝,老板通过榜样和内容领导。
“ Lead with context, not control”
这两年读到的最好的一本书,因为的确展现了管理的另一端,而且是可行的,至少。一个前提是所在皆精英,成熟度才可能支撑起这么坦诚相待,独立决策,情境管理的模式。归结起来,无放之四海而皆准的方式,只有因地制宜,因业务,因人制宜的管理,同时保持开放性,不断调整认知和世界的现状,再来调整管理策略。管理也是爵士乐。恰当的比喻。赞!
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。
道理是这个道理,能不能做到估计很难
“Only a CEO who is not busy is really doing his job.”
很美好,部分遥远,不确定是否存在太多的自我美化。
倍受启发的一本书,如果你的是严谨的就要避免犯错,他是交响乐,如果你的行业是有创造性的,那他就像是爵士乐,无论怎样只要认清目标,努力实现都会是一段美妙的音乐。
非常有意思的文化 我觉得是principles之后给我比较震撼的企业文化书籍 各种policy真的做到给员工freedom and responsibility 当然对现在很多大公司来说 可复制性很低as they didn't start with such a high talent density and do not have a similar creative positioning
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