This document outlines Netflix's culture of freedom and responsibility. Some key points:
- Netflix focuses on attracting and retaining "stunning colleagues" through a high-performance culture rather than perks. Managers use a "Keeper Test" to determine which employees they would fight to keep.
- The culture emphasizes values over rules. Netflix aims to minimize complexity as it grows by increasing talent density rather than imposing processes. This allows the company to maintain flexibility.
- Employees are given significant responsibility and freedom in their roles, such as having no vacation tracking or expense policies beyond acting in the company's best interests. The goal is to avoid chaos through self-discipline rather than controls.
- Providing
Building A Strong Engineering Culture - my talk from BBC Develop 2013Kevin Goldsmith
This is the keynote talk I gave at the BBC Develop conference in London, UK in November of 2013. In it I talk about what I believe makes a strong engineering culture, how to protect it if you have it, and how to fix it if you don't. I use a lot of examples from Spotify (where I am a Director of Engineering). As usual, I go a bit light on the bullets, since I prefer to talk, but I think you can still get the gist of my points.
At Asana, we put a lot of time, energy, money, and most importantly, heart, into our company culture. That's why we recently updated our 2014 Culture Code deck.
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
Hootsuite's Manifesto: Building a Social RevolutionHootsuite
This document is a resource for all Hootsuite employees. We give this to each new team member who joins us. Hootsuite's Manifesto contains our core principles, some stories of our history and culture, and a special Peepsbook.
Building A Strong Engineering Culture - my talk from BBC Develop 2013Kevin Goldsmith
This is the keynote talk I gave at the BBC Develop conference in London, UK in November of 2013. In it I talk about what I believe makes a strong engineering culture, how to protect it if you have it, and how to fix it if you don't. I use a lot of examples from Spotify (where I am a Director of Engineering). As usual, I go a bit light on the bullets, since I prefer to talk, but I think you can still get the gist of my points.
At Asana, we put a lot of time, energy, money, and most importantly, heart, into our company culture. That's why we recently updated our 2014 Culture Code deck.
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
Hootsuite's Manifesto: Building a Social RevolutionHootsuite
This document is a resource for all Hootsuite employees. We give this to each new team member who joins us. Hootsuite's Manifesto contains our core principles, some stories of our history and culture, and a special Peepsbook.
I often refer to The Netflix Culture Deck in presentations to companies when I speak about alignment and line of sight between departmental or branch goal with the overall wildly important strategic goals, mission, vision, and values.
Today we all live and work in the Internet Century, where technology is roiling the business landscape, and the pace of change is only accelerating.
In their new book How Google Works, Google Executive Chairman and ex-CEO Eric Schmidt and former SVP of Products Jonathan Rosenberg share the lessons they learned over the course of a decade running Google.
Covering topics including corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption, the authors illustrate management maxims with numerous insider anecdotes from Google’s history.
In an era when everything is speeding up, the best way for businesses to succeed is to attract smart-creative people and give them an environment where they can thrive at scale. How Google Works is a new book that explains how to do just that.
This is a visual preview of How Google Works. You can pick up a copy of the book at www.howgoogleworks.net
Culture is something we take pride in at LinkedIn. As the collective personality of our organization, it sets us apart, defines who we are and shapes what we aspire to be.
Hundreds of companies have defined their unique cultures on SlideShare as part of the Culture Code campaign. We thought it was important for LinkedIn to join in this effort; we want everyone, including our current and our future employees, to know exactly what it’s like to work here.
Three business basics to always remember! People don't care about your brand. They care about what you can do for them. Back to basics... Give people what they want, do it consistently and do it better than your competition.
Inside Netflix: The Company Culture That Created a $37B BusinessPeopleSpark
Today Netflix is worth $37B and growing. But when the company was started back in 1997, founder Reed Hastings knew he wanted to create a company culture that brought in (and rewarded) the best people for doing great work.
To understand the inner workings of the Netflix culture, we have to look beyond the headlines, the share price and the hype and understand what makes the culture tick - without the day-to-day involvement of the founder.
Today we'll look at the 10 most critical take aways from everything that's ever been written about the Netflix company culture. If you want happier, more fulfilled employees then pay close attention.
Our core behaviors
Most companies have core values. Few companies have cultures that reflect them. That’s why Patreon has core behaviors — things you can do to ensure a thriving workplace for you and your teammates.
Our core behaviors were crafted by our first two dozen employees. To this day, we use them as our guiding light toward maintaining the culture we’ve built and love.
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer
This is the 6th evolution of the cultural values we try to live to at Buffer. Read more about our values and approach to business at http://open.bufferapp.com
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
UpStart partners with the Jewish community’s boldest leaders to expand the picture of how Jews find meaning and how we come together. Our Culture Deck delves into the behaviors, systems, and practices that make us who we are...and determine where we're going. // https://upstartlab.org/
Our culture is much more than we could ever put into a group of slides, but we did our best to pack as much of it into this Culture Code. Flip through to get a glimpse into what our agency is all about.
The Handy Culture Deck provides an inside look at the uniquely Handy company and culture we are building to achieve our mission. It outlines the things we believe at Handy and the ways we try to live up to them.
Interested joining the team at Handy and changing the world? Visit handy.com/careers.
I often refer to The Netflix Culture Deck in presentations to companies when I speak about alignment and line of sight between departmental or branch goal with the overall wildly important strategic goals, mission, vision, and values.
Today we all live and work in the Internet Century, where technology is roiling the business landscape, and the pace of change is only accelerating.
In their new book How Google Works, Google Executive Chairman and ex-CEO Eric Schmidt and former SVP of Products Jonathan Rosenberg share the lessons they learned over the course of a decade running Google.
Covering topics including corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption, the authors illustrate management maxims with numerous insider anecdotes from Google’s history.
In an era when everything is speeding up, the best way for businesses to succeed is to attract smart-creative people and give them an environment where they can thrive at scale. How Google Works is a new book that explains how to do just that.
This is a visual preview of How Google Works. You can pick up a copy of the book at www.howgoogleworks.net
Culture is something we take pride in at LinkedIn. As the collective personality of our organization, it sets us apart, defines who we are and shapes what we aspire to be.
Hundreds of companies have defined their unique cultures on SlideShare as part of the Culture Code campaign. We thought it was important for LinkedIn to join in this effort; we want everyone, including our current and our future employees, to know exactly what it’s like to work here.
Three business basics to always remember! People don't care about your brand. They care about what you can do for them. Back to basics... Give people what they want, do it consistently and do it better than your competition.
Inside Netflix: The Company Culture That Created a $37B BusinessPeopleSpark
Today Netflix is worth $37B and growing. But when the company was started back in 1997, founder Reed Hastings knew he wanted to create a company culture that brought in (and rewarded) the best people for doing great work.
To understand the inner workings of the Netflix culture, we have to look beyond the headlines, the share price and the hype and understand what makes the culture tick - without the day-to-day involvement of the founder.
Today we'll look at the 10 most critical take aways from everything that's ever been written about the Netflix company culture. If you want happier, more fulfilled employees then pay close attention.
Our core behaviors
Most companies have core values. Few companies have cultures that reflect them. That’s why Patreon has core behaviors — things you can do to ensure a thriving workplace for you and your teammates.
Our core behaviors were crafted by our first two dozen employees. To this day, we use them as our guiding light toward maintaining the culture we’ve built and love.
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer
This is the 6th evolution of the cultural values we try to live to at Buffer. Read more about our values and approach to business at http://open.bufferapp.com
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
UpStart partners with the Jewish community’s boldest leaders to expand the picture of how Jews find meaning and how we come together. Our Culture Deck delves into the behaviors, systems, and practices that make us who we are...and determine where we're going. // https://upstartlab.org/
Our culture is much more than we could ever put into a group of slides, but we did our best to pack as much of it into this Culture Code. Flip through to get a glimpse into what our agency is all about.
The Handy Culture Deck provides an inside look at the uniquely Handy company and culture we are building to achieve our mission. It outlines the things we believe at Handy and the ways we try to live up to them.
Interested joining the team at Handy and changing the world? Visit handy.com/careers.
The product manager for coffee development at Kraft Foods Canada is faced with a decision of whether to embark on a marketing initiative for Kraft’s coffee pod machines in Canada. The machines dispense a single serving of coffee, and are currently being launched by Kraft in the United States. While existing Kraft brands dominate 1/3 of the Canadian market, 2/3 of market is occupied by competitors. While higher-priced premium is a smaller market, it is growing rapidly. Coffee sales were greatest among middle to upper income Canadians.
Alternate Choices:
Warmed Blankets, Air Circulating Blankets, Electric Blankets, Water Circulating Blankets, Adjusting room temperature, Heating Lamps (Infrared), Intravenous fluids (warmed), medication, Heated Mattresses
PROBLEM STATEMENT
How should Augustine Medical price the Bair Hugger Patient Warming System?
Netflix’s unique DVD rental service has revolutionized the industry. They successfully took the best of traditional conventions (like physical media, the U.S. Postal Service) and mixed them with new world internet-conventions. They have also effectively managed to discourage competition from both more established businesses and new entrants. The future growth of Netflix as it expands into streaming media, poses challenges in legal, infrastructure/technology, and through additional costs. In order to remain competitive, it is imperative that Netflix partner with companies with global reach to overcome these challenges. This presentation was part of an MBA class assignment to audit and industry in the the technology sector. The presentation has multiple authors listed on the title page. If you would like copies of the executive summary, complete S.W.O.T. analysis, and/or the transcript of the presentation please PRIVATE MESSAGE ME and I will email it to you.
[Devsisters] 세계 선도 IT사 및 게임사 벤치마킹 & 인사이트 보고서 (2부) 우리나라 최초의 지구적 start up으로 도약을...Seunghun Lee
세계 선도 IT사 및 게임사 벤치마킹 & 인사이트 보고서 (2부)_"우리나라 최초의 지구적 Start-up으로 도약을 꿈꾸다"편을 공유 드립니다.
Devsisters에서 지난 상반기에 제작된 보고서로, 대한민국 Start-up과의 동반 세계정복을 위해, 기존 보고서를 4부작으로 재구성하여 uplord 하고 있습니다.
본 보고서가 대한민국 Start-up의 세계적 가속성장에 보탬이 되기를 희망합니다 :)
Artificial Intelligence in Fashion, Beauty and related Creative industriesPetteriTeikariPhD
Quick introduction for artificial intelligence / deep learning applications in fashion, beauty and creative industries.
Alternative download link: https://dl.dropboxusercontent.com/u/6757026/slideShare/creativeAI.pdf
Manifesto Netflix: o documento que pode mudar o formato das empresas
Antes de começar a falar do conteúdo desse manifesto, vale destacar o tom visionário que ele tem (publicado em 01 de agosto de 2009) e que antevê muitas coisas que até hoje não vemos em multinacionais/marcas globais estruturadas, mas ainda engessadas.
Outro ponto que vale destaque é o que o "número 2 do Facebook", Sheryl Sandberg disse: “Provavelmente este é o documento mais importante que já saiu do Vale do Silício.”
Do que se trata o manifesto Netflix:
É um documento meio código de conduta meio manual de cultura organizacional, que traz os valores da empresa e a forma como ela enxerga que seus colaboradores precisam se comportar. Esse manifesto possui 124 telas, mas trouxe aqui os tópicos que mais me chamaram atenção pela ousadia e originalidade:
Criatividade é o mais importante: no trabalho processual boas ideias são 2x melhores que a média. Na indústria da criatividade as melhores são até 10x mais;
Priorize descobertas ao invés de segurança para os funcionários: empresas de internet geralmente não têm órgãos trabalhistas com leis bem definidas para seus colaboradores (e mesmo assim sempre figuram entre as melhores para se trabalhar) por isso, mostre pra ele que ele pode realizar grandes descobertas;
Decisões são tomadas em consenso coletivo: o manifesto prega que geralmente erros ou mal entendidos são problemas de comunicação. Pronto, problema resolvido;
Férias ilimitadas: você decide quando volta a trabalhar. E esse empoderamento passado para o colaborador trouxe autonomia e melhores resultados para a empresa. O Netflix orgulhosamente também substituiu todo o aparato burocrático relacionado a custos de viagens com algumas palavras “Haja com as melhores intenções aos interesses do Netflix.”
"Somos um time, e não uma família": a ideia é ser um time desportivo profissional e não um monte de crianças na recreação.
Entendeu por que o manifesto pode mudar a forma como as empresas são construídas hoje? A contracultura de empresa engessada, que prioriza o invariável e o que rentabiliza deve ser mexido levemente pra trazer ainda mais rentabilidade (isso quando se pode mexer), enquanto que o Netflix prioriza a incerteza, o poder da criatividade e da chance de correção no meio do caminho, e principalmente prioriza a confiança no colaborador, no valor percebido por ele de trabalhar numa empresa que faz a diferença na sociedade e que seu propósito vai de encontro com o dele. Ainda, valoriza o espaço concedido para sua vida pessoal, apesar do trabalho intenso.
Claro que pensar que esse modelo de liberdade aplicado para todas as empresas é utopia - e até errado - já que para uma empresa que precisa da criatividade o manifesto é mesmo ideal. Claro que o gesso e o balizamento são essenciais em determinados ramos de atividade mas, até empresas assim podem aprender um pouco com o manifesto.
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Redigida por
Ivan Alves Nogueira
The Netflix Culture document. A template for Culture in your company.Brent Spilkin
Sheryl Sandberg has called it one of the most important documents ever to come out of Silicon Valley. It’s been viewed more than 5 million times on the web. But when Reed Hastings and I (along with some colleagues) wrote a PowerPoint deck explaining how we shaped the culture and motivated performance at Netflix, where Hastings is CEO and I was chief talent officer from 1998 to 2012, we had no idea it would go viral. We realized that some of the talent management ideas we’d pioneered, such as the concept that workers should be allowed to take whatever vacation time they feel is appropriate, had been seen as a little crazy (at least until other companies started adopting them). But we were surprised that an unadorned set of 127 slides—no music, no animation—would become so influential.
In Module One you developed the ZOPA (zone of possible agreementrafbolet0
In Module One you developed the ZOPA (zone of possible agreement) and BATNA (best alternative for a negotiated agreement) for Sharon Slade, Netflix's chief human resources officer, for use in the upcoming negotiations.
In this assignment, put yourself in the shoes of Alice Jones, the executive facing possible severance in our case study.
Develop a ZOPA and BATNA position for Alice, based on your review of her biography and the background information in the case study (located in the Final Project Guidelines and Rubric document in the Assignment Guidelines and Rubrics section of the course). As you develop your response, consider the following:
If Alice were fired, what would be unacceptable options for her in a severance agreement?
What options could Alice offer that could move severance negotiations toward her goal of keeping her position at Netflix?
Then, determine Alice Jones' best alternative to a negotiated agreement (BATNA), i.e., her "Plan B." It is important to do this before entering into negotiations to ensure that she does not agree to unfavorable conditions. Questions that can help formulate Alice Jones' BATNA include:
What do you believe are the interests of the other party, i.e., Sharon Slade and Netflix?
What actions and alternatives are you prepared to consider if you (Alice Jones) cannot reach a negotiated agreement within your Zone of Possible Agreement?
What creative alternatives can be considered based on the interests of the other party (Sharon Slade & Netflix)?
What trade-offs on the standard ZOPA exist that could result in a creative, successful agreement?
Culture
This is an archive of
prior version New version is at: jobs.netflix.com/culture 1
Netflix Culture: Freedom & Responsibility
2
We Seek Excellence Our culture
focuses on helping us achieve excellence 3
Seven Aspects of our Culture
• Values are what we Value • High Performance • Freedom & Responsibility • Context, not Control • Highly Aligned, Loosely Coupled • Pay Top of Market • Promotions & Development 4
Many companies have nice sounding
value statements displayed in the lobby, such as: 5 Integrity Communication Respect Excellence
Enron, whose leaders went to
jail, and which went bankrupt from fraud, had these values displayed in their lobby: Integrity Communication Respect Excellence 6 (These values were not, however, what was really valued at Enron)
The actual company values, as
opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go 7
Actual company values are the
behaviors and skills that are valued in fellow employees 8
At Netflix, we particularly value
the following nine behaviors and skills in our colleagues… …meaning we hire and promote people who demonstrate these nine 9
You make wise decisions (people,
technical, business, and creative) despite ambiguity You identify root causes, and get beyond treating symptoms You think strategically, and can articulate what you are, and are n ...
For your final project you are helping prepare Sharon Slade, theSusanaFurman449
For your final project you are helping prepare Sharon Slade, the chief human resources officer of Netflix, for a serious performance discussion with Alice Jones, who may be at risk of being terminated. One key component of your preparation is evaluating the organizational culture at Netflix and assisting Sharon Slade in demonstrating the skills that will help get the negotiation process off to a good start. She can accomplish this by taking into account the hygiene factors and intrinsic motivators as discussed in the Herzberg video clips (located in the Module Three Readings and Resources folder).
One description of the espoused Netflix organizational culture is stated in Slide 6 of the slide deck
Netflix Culture: Freedom and Responsibility
that you viewed in Module One. Slide 6 states: "The actual company values, as opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go."
For this discussion post, craft a response which addresses the following question:
Consider the seven aspects of the Netflix culture, which are listed below:
Values are what we value [Judgment, Communication, Impact, Curiosity, Innovation, Courage, Passion, Honesty, & Selflessness]
High Performance
Freedom & Responsibility
Context, not Control
Highly Aligned, Loosely Coupled
Pay Top of Market
Promotions & Development
Indicate whether or not you agree with the seven values, explaining why or why not. Add two intrinsic values that you believe would improve the organizational culture at Netflix. Provide reasons that justify your choice.
Culture
This is an archive of
prior version New version is at: jobs.netflix.com/culture 1
Netflix Culture: Freedom & Responsibility
2
We Seek Excellence Our culture
focuses on helping us achieve excellence 3
Seven Aspects of our Culture
• Values are what we Value • High Performance • Freedom & Responsibility • Context, not Control • Highly Aligned, Loosely Coupled • Pay Top of Market • Promotions & Development 4
Many companies have nice sounding
value statements displayed in the lobby, such as: 5 Integrity Communication Respect Excellence
Enron, whose leaders went to
jail, and which went bankrupt from fraud, had these values displayed in their lobby: Integrity Communication Respect Excellence 6 (These values were not, however, what was really valued at Enron)
The actual company values, as
opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go 7
Actual company values are the
behaviors and skills that are valued in fellow employees 8
At Netflix, we particularly value
the following nine behaviors and skills in our colleagues… …meaning we hire and promote people who demonstrate these nine 9
You make wise decisions (people,
technical, business, and creative) despite ambiguity You identify root causes, and get beyond treating symptoms You think strategically, and can articulate what you are, and are not, trying to do You smartly separate what ...
At TaxiForSure, we have been able to attract terrific talent since our inception. Our Culture is the core of our DNA. We believe that our Culture is what will give our company, and our people, success in the long run. Just as the way we would like to revolutionize the way people commute, we would like to use our Culture to revolutionize the way our teams communicate and align. This is what will help us attract the right people and bind us as a team during our journey of explosive growth.
Using Generative AI for Content MarketingChuck Aikens
Using Generative AI for Content Marketing starts with developing out your Foundational Docs and then understanding how to properly work through various steps to produce quality branded content that will attract and engage your audience.
Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...Björn Rohles
Presentation from the Silicon Techie Night #24 (2024) about strategy. It outlines ten impulses how strategy helps to deliver real value for people, by aligning business mission, vision, and strategy.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
University of Connecticut Fees, Courses, Acceptance Rate, Admission deadline,...dvividconsultant15
Back in 1881, the University of Connecticut (UConn) came into existence as a private land-grant research institution, quickly earning a spot among the top academic players in the United States. UConn isn't just about academics—it's a key player in the economic and cultural landscape. In fact, as a founding member of the New England's Knowledge Corridor, a collaborative effort between Hartford and Springfield, the university is deeply involved in fostering regional development, economic growth, and cultural richness.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
It is therefore essential to employ other water sources, such as river water, for consumption by humans. Commercial RO Plant purifiers manufactured by Netsol Water are necessary because a different type of water is completely unsuitable for human consumption. Large-scale water filtration is accomplished with the assistance of a Noida-based commercial RO plant manufacturer i.e., Netsol Water. It supports several methods for getting rid of all kinds of contaminants in water.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
4. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
4
5. Many companies have nice sounding
value statements displayed in the
lobby, such as:
5
Integrity
Communication
Respect
Excellence
6. Enron, whose leaders went to jail,
and which went bankrupt from fraud,
had these values displayed in their lobby:
Integrity
Communication
Respect
Excellence
6
(These values were not, however, what was really valued at Enron)
7. The actual company values,
as opposed to the
nice-sounding values,
are shown by who gets
rewarded, promoted, or let go
7
8. Actual company values are the
behaviors and skills
that are valued
in fellow employees
8
9. At Netflix, we particularly value the
following nine behaviors and skills
in our colleagues…
…meaning we hire and promote
people who demonstrate these nine
9
10. You make wise decisions
(people, technical, business, and
creative) despite ambiguity
You identify root causes, and get
beyond treating symptoms
You think strategically, and can
articulate what you are, and are
not, trying to do
You smartly separate what must
be done well now, and what can
be improved later
10
Judgment
11. 11
Communication
You listen well, instead of
reacting fast, so you can better
understand
You are concise and articulate in
speech and writing
You treat people with respect
independent of their status or
disagreement with you
You maintain calm poise in
stressful situations
12. 12
Impact
You accomplish amazing
amounts of important work
You demonstrate consistently
strong performance so
colleagues can rely upon you
You focus on great results rather
than on process
You exhibit bias-to-action, and
avoid analysis-paralysis
13. 13
Curiosity
You learn rapidly and eagerly
You seek to understand our
strategy, market, customers, and
suppliers
You are broadly knowledgeable
about business, technology and
entertainment
You contribute effectively
outside of your specialty
14. 14
Innovation
You re-conceptualize issues to
discover practical solutions to
hard problems
You challenge prevailing
assumptions when warranted,
and suggest better approaches
You create new ideas that prove
useful
You keep us nimble by
minimizing complexity and
finding time to simplify
15. 15
Courage
You say what you think even if it
is controversial
You make tough decisions
without agonizing
You take smart risks
You question actions
inconsistent with our values
16. 16
Passion
You inspire others with your
thirst for excellence
You care intensely about
Netflix‘s success
You celebrate wins
You are tenacious
17. 17
Honesty
You are known for candor and
directness
You are non-political when you
disagree with others
You only say things about fellow
employees you will say to their
face
You are quick to admit mistakes
18. 18
Selflessness
You seek what is best for Netflix,
rather than best for yourself or
your group
You are ego-less when searching
for the best ideas
You make time to help
colleagues
You share information openly
and proactively
19. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
19
20. Imagine if every person at Netflix
is someone you
respect and learn from…
20
21. Great Workplace is
Stunning Colleagues
Great workplace is not espresso, lush benefits,
sushi lunches, grand parties, or nice offices
We do some of these things, but only if they are
efficient at attracting and retaining
stunning colleagues
21
24. We’re a team, not a family
We’re like a pro sports team,
not a kid’s recreational team
Netflix leaders
hire, develop and cut smartly,
so we have stars in every position
24
25. The Keeper Test Managers Use:
Which of my people,
if they told me they were leaving,
for a similar job at a peer company,
would I fight hard to keep at Netflix?
25
26. The Keeper Test Managers Use:
Which of my people,
if they told me they were leaving,
for a similar job at a peer company,
would I fight hard to keep at Netflix?
26
The other people should get a generous severance now,
so we can open a slot to try to find a star for that role
27. Honesty Always
As a leader, no one in your group
should be materially surprised of
your views
27
28. Honesty Always
Candor is not just a leader’s responsibility,
and you should periodically ask your
manager: “If I told you I were leaving, how
hard would you work to change my mind?”
28
29. All of Us are Responsible
for Ensuring We Live our Values
“You question actions inconsistent with our
values” is part of the Courage value
Akin to the honor code pledge:
“I will not lie, nor cheat, nor steal,
nor tolerate those who do”
29
30. Pro Sports Team Metaphor is
Good, but Imperfect
Athletic teams have a fixed number of
positions, so team members are always
competing with each other for one of
the precious slots
30
31. Corporate Team
The more talent we have,
the more we can accomplish,
so our people assist each other all the time
Internal “cutthroat” or “sink or swim”
behavior is rare and not tolerated
31
34. Loyalty is Good
• Loyalty is good as a stabilizer
• People who have been stars for us, and hit a bad
patch, get a near term pass because we think
they are likely to become stars for us again
• We want the same: if Netflix hits a temporary
bad patch, we want people to stick with us
• But unlimited loyalty to a shrinking firm, or to an
ineffective employee, is not what we are about
34
35. Hard Work – Not Relevant
• We don’t measure people by how many hours
they work or how much they are in the office
• We do care about accomplishing great work
• Sustained B-level performance, despite “A for
effort”, generates a generous severance
package, with respect
• Sustained A-level performance, despite
minimal effort, is rewarded with more
responsibility and great pay
35
36. Brilliant Jerks
• Some companies tolerate them
• For us, cost to effective teamwork is too high
• Diverse styles are fine – as long as person
embodies the 9 values
36
37. Why are we so insistent on
high performance?
In procedural work, the best are 2x
better than the average.
In creative/inventive work, the best are 10x
better than the average, so huge premium on
creating effective teams of the best
37
38. Why are we so insistent on
high performance?
Great Workplace is
Stunning Colleagues
38
39. Our High Performance Culture
Not Right for Everyone
• Many people love our culture, and stay a long time
– They thrive on excellence and candor and change
– They would be disappointed if given a severance package,
but lots of mutual warmth and respect
• Some people, however, value job security and stability
over performance, and don’t like our culture
– They feel fearful at Netflix
– They are sometimes bitter if let go, and feel that we are
political place to work
• We’re getting better at attracting only the former, and
helping the latter realize we are not right for them
39
40. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
40
41. The Rare Responsible Person
• Self motivating
• Self aware
• Self disciplined
• Self improving
• Acts like a leader
• Doesn’t wait to be told what to do
• Picks up the trash lying on the floor
41
43. Our model is to increase
employee freedom as we grow,
rather than limit it,
to continue to attract and nourish
innovative people,
so we have better chance of
sustained success
43
48. Growth Also Often Shrinks Talent Density
% High Performance Employees
Complexity
48
49. Chaos Emerges
% High Performance Employees
Chaos and errors spike here – business
has become too complex to run
informally with this talent level Complexity
49
50. Process Emerges to Stop the Chaos
Procedures
No one loves process, but
feels good compared to the
pain of chaos
“Time to grow up” becomes
the professional management’s
mantra
50
52. Process Brings Seductively Strong
Near-Term Outcome
• A highly-successful process-driven company
– With leading share in its market
– Minimal thinking required
– Few mistakes made – very efficient
– Few curious innovator-mavericks remain
– Very optimized processes for its existing market
– Efficiency has trumped flexibility
52
53. Then the Market Shifts…
• Market shifts due to new technology or
competitors or business models
• Company is unable to adapt quickly
– because the employees are extremely good at
following the existing processes, and process
adherence is the value system
• Company generally grinds painfully into
irrelevance
53
54. Seems Like Three Bad Options
1. Stay creative by staying small, but therefore
have less impact
2. Avoid rules as you grow, and suffer chaos
3. Use process as you grow to drive efficient
execution of current model, but cripple
creativity, flexibility, and ability to thrive
when your market eventually changes
54
55. A Fourth Option
• Avoid Chaos as you grow with Ever More High
Performance People – not with Rules
– Then you can continue to mostly run informally
with self-discipline, and avoid chaos
– The run informally part is what enables and
attracts creativity
55
57. Increase Talent Density
• Top of market compensation
• Attract high-value people through
freedom to make big impact
• Be demanding about high
performance culture
57
58. Minimize Complexity Growth
• Few big products vs many small ones
• Eliminate distracting complexity (barnacles)
• Be wary of efficiency optimizations that
increase complexity and rigidity
58
Note: sometimes long-term simplicity is
achieved only through bursts of complexity to
rework current systems
59. With the Right People,
Instead of a
Culture of Process Adherence,
We have a Culture of
Creativity and Self-Discipline,
Freedom and Responsibility
59
61. Freedom is not absolute
Like “free speech”
there are some
limited exceptions to
“freedom at work”
61
62. Two Types of Necessary Rules
1. Prevent irrevocable disaster
– Financials produced are wrong
– Hackers steal our customers’ credit card info
2. Moral, ethical, legal issues
– Dishonesty, harassment are intolerable
62
63. Mostly, though, Rapid Recovery is
the Right Model
• Just fix problems quickly
– High performers make very few errors
• We’re in a creative-inventive market, not a
safety-critical market like medicine or nuclear
power
• You may have heard preventing error is
cheaper than fixing it
– Yes, in manufacturing or medicine, but…
– Not so in creative environments
63
64. “Good” versus “Bad” Process
• “Good” process helps talented people get more done
– Letting others know when you are updating code
– Spend within budget each quarter so don’t have to
coordinate every spending decision across departments
– Regularly scheduled strategy and context meetings
• “Bad” process tries to prevent recoverable mistakes
– Get pre-approvals for $5k spending
– 3 people to sign off on banner ad creative
– Permission needed to hang a poster on a wall
– Multi-level approval process for projects
– Get 10 people to interview each candidate
64
65. Rule Creep
• “Bad” processes tend to creep in
– Preventing errors just sounds so good
• We try to get rid of rules when we can, to
reinforce the point
65
66. Example: Netflix Vacation Policy
and Tracking
Until 2004 we had the standard
model of N days per year
66
67. Meanwhile…
We’re all working online some nights and
weekends, responding to emails at odd
hours, spending some afternoons on
personal time, and taking good vacations
67
68. An employee pointed out…
We don’t track hours worked per day
or per week, so why are we tracking
days of vacation per year?
68
69. We realized…
We should focus on what people get done,
not on how many days worked
Just as we don’t have an 9am-5pm workday
policy, we don’t need a vacation policy
69
71. Netflix Vacation Policy
and Tracking
“there is no policy or tracking”
There is also no clothing policy at Netflix,
but no one comes to work naked
Lesson: you don’t need policies for everything
71
72. No Vacation Policy Doesn’t Mean
No Vacation
Netflix leaders set good examples by
taking big vacations – and coming
back inspired to find big ideas
72
74. Most companies have complex
policies around what you can
expense, how you travel, what gifts
you can accept, etc.
Plus they have whole departments
to verify compliance
with these policies
74
76. “Act in Netflix’s Best Interest”
Generally Means…
1. Expense only what you would otherwise not
spend, and is worthwhile for work
2. Travel as you would if it were your own money
3. Disclose non-trivial vendor gifts
4. Take from Netflix only when it is inefficient to
not take, and inconsequential
– “taking” means, for example, printing personal
documents at work or making personal calls on work
phone: inconsequential and inefficient to avoid
76
77. Freedom and Responsibility
• Many people say one can’t do it at scale
• But since going public in 2002, which is
traditionally the end of freedom, we’ve
substantially increased talent density and
employee freedom
77
78. Summary of
Freedom & Responsibility:
As We Grow, Minimize Rules
Inhibit Chaos with Ever More
High Performance People
Flexibility is More Important
than Efficiency in the Long Term
78
79. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
79
80. If you want to build a ship,
don't drum up the people
to gather wood, divide the
work, and give orders.
Instead, teach them to yearn
for the vast and endless sea.
-Antoine De Saint-Exupery,
Author of The Little Prince
80
81. The best managers figure out how to
get great outcomes by setting the
appropriate context, rather than by
trying to control their people
81
82. Context, not Control
Context (embrace)
• Strategy
• Metrics
• Assumptions
• Objectives
• Clearly-defined roles
• Knowledge of the stakes
• Transparency around
decision-making
Control (avoid)
• Top-down decision-making
• Management approval
• Committees
• Planning and process valued
more than results
Provide the insight and understanding to enable sound decisions
82
83. Good Context
• Link to company/functional goals
• Relative priority (how important/how time sensitive)
– Critical (needs to happen now), or…
– Nice to have (when you can get to it)
• Level of precision & refinement
– No errors (credit cards handling, etc…), or…
– Pretty good / can correct errors (website), or…
– Rough (experimental)
• Key stakeholders
• Key metrics / definition of success
83
84. Managers: When one of your
talented people
does something dumb,
don’t blame them
Instead,
ask yourself what context
you failed to set
84
85. Managers: When you are tempted
to “control” your people, ask
yourself what context you could set
instead
Are you articulate and inspiring
enough about goals and strategies?
85
87. Investing in Context
This is why we do new employee
college, frequent department meetings,
and why we are so open internally
about strategies and results
87
88. Exceptions to “Context, not Control”
• Control can be important in emergency
– No time to take long-term capacity-building view
• Control can be important when someone is
still learning their area
– Takes time to pick up the necessary context
• Control can be important when you have the
wrong person in a role
– Temporarily, no doubt
88
89. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
89
90. Three Models of Corporate Teamwork
1. Tightly Coupled Monolith
2. Independent Silos
3. Highly Aligned, Loosely Coupled
90
91. Tightly Coupled Monolith
• Senior management reviews nearly all tactics
– e.g., CEO reviews all job offers or advertising
• Lots of x-departmental buy-in meetings
• Keeping other internal groups happy has equal
precedence with pleasing customers
• Mavericks get exhausted trying to innovate
• Highly coordinated through centralization, but
very slow, and slowness increases with size
91
92. Independent Silos
• Each group executes on their objectives with
little coordination
– Everyone does their own thing
• Work that requires coordination suffers
• Alienation and suspicion between
departments
• Only works well when areas are independent
– e.g., aircraft engines and blenders for GE
92
93. #3 is the Netflix Choice
1. Tightly Coupled Monolith
2. Independent Silos
3. Highly Aligned, Loosely Coupled
93
94. Highly Aligned, Loosely Coupled
• Highly Aligned
– Strategy and goals are clear, specific, broadly understood
– Team interactions focused on strategy and goals, rather than tactics
– Requires large investment in management time to be transparent and
articulate and perceptive
• Loosely Coupled
– Minimal cross-functional meetings except to get aligned on goals and
strategy
– Trust between groups on tactics without previewing/approving each
one – so groups can move fast
– Leaders reaching out proactively for ad-hoc coordination and
perspective as appropriate
– Occasional post-mortems on tactics necessary to increase alignment
94
95. Highly Aligned, Loosely Coupled
teamwork effectiveness
depends on
high performance people
and good context
Goal is to be
Big and Fast and Flexible
95
96. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
96
97. Pay Top of Market
is Core to
High Performance Culture
One outstanding employee gets more done
and costs less than two adequate employees
We endeavor to have only
outstanding employees
97
98. Three Tests for Top of Market
for a Person
1. What could person get elsewhere?
2. What would we pay for replacement?
3. What would we pay to keep that person?
– If they had a bigger offer elsewhere
98Confidential
99. Takes Great Judgment
• Goal is to keep each employee at top of
market for that person
– Pay them more than anyone else likely would
– Pay them as much as a replacement would cost
– Pay them as much as we would pay to keep them
if they had higher offer from elsewhere
99
100. Titles Not Very Helpful
• Lots of people have the title “Major League
Pitcher” but they are not all equally effective
• Similarly, all people with the title “Senior
Marketing Manager” or “Director of
Engineering” are not equally effective
• So the art of compensation is answering the
Three Tests for each employee
100
101. Annual Comp Review
• At many firms, when employees are hired,
market compensation applies
• But at comp review time, it no longer applies!
• At Netflix, market comp always applies:
– Essentially, top of market comp is re-established
each year for high performing employees
– At annual comp review, manager has to answer
the Three Tests for the personal market for each
of their employees
101Confidential
102. No Fixed Budgets
• There are no centrally administered “raise
pools” each year
• Instead, each manager aligns their people to
top of market each year – the market will be
different in different areas
102
103. Compensation Over Time
• Some people will move up in comp very
quickly because their value in the marketplace
is moving up quickly, driven by increasing skills
and/or great demand for their area
• Some people will stay flat because their value
in the marketplace has done that
– Depends in part on inflation and economy
– Always top of market, though, for that person
103
104. Compensation Not Dependent
on Netflix Success
• Whether Netflix is prospering or floundering,
we pay at the top of the market
– Sports teams with losing records still pay talent
the market rate, to get back to winning
104
105. Bad Comp Practices
• Manager sets pay at Nth percentile of title-
linked compensation data
– The “Major League Pitcher” problem
• Manager cares about internal parity instead of
external market value
– Fairness in comp is being true to the market
• Manager gives everyone a 4% raise
– Very unlikely to reflect the market
105
106. When Top of Market Comp
Done Right...
• We will rarely counter with higher comp when
someone is voluntarily leaving because we
have already moved comp to our max for that
person
• Employees will feel they are getting paid well
relative to their other options in the market
106
107. Versus Traditional Model
• Traditional model is good prior year earns a
raise, independent of market
– Problem is employees can get materially under- or
over-paid relative to the market, over time
– When materially under-paid, employees switch
firms to take advantage of market-based pay on
hiring
– When materially over-paid, employees are
trapped in current firm
• Consistent market-based pay is better model
107
108. Employee Success
• It’s pretty ingrained in our society that the size
of one’s raise is the indicator of how well one
did the prior year
– but for us the other factor is the outside market
• Employee success is still a big factor in comp
because it influences market value
– In particular, how much we would pay to keep the
person
108
109. Good For Each Employee to
Understand Their Market Value
• It’s a healthy idea, not a traitorous one, to
understand what other firms would pay you,
by interviewing and talking to peers at other
companies
– Talk with your manager about what you find in
terms of comp
– Stay mindful of company confidential information
109
110. Efficiency
• Big salary is the most efficient form of comp
– Most motivating for any given expense level
– No bonuses
– Instead, put all that expense into big salaries, and
give people freedom to spend their salaries as
they think best
– Employees can decide how much Netflix stock
they want, versus cash
110
111. No Vesting or Deferred Comp
• We don’t want managers to “own” their people
with vesting – all comp is fully vested
• We want managers to be responsible for creating
a great place to work, and paying at the top of
market
• Employees are free to leave us anytime, without
penalty, but nearly everyone stays
• Employees stay because they are passionate
about their work, and well paid, not because of a
deferred compensation system
111
112. No Ranking Against Other Employees
• We avoid “top 30%” and “bottom 10%”
rankings amongst employees
• We don’t want employees to feel competitive
with each other
• We want all of our employees to be “top 10%”
relative to the pool of global candidates
• We want employees to help each other, and
they do
112
113. Seven Aspects of our Culture
• High Performance
• Values are what we Value
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
113
114. In some time periods, in some
groups, there will be lots of
opportunity and growth at Netflix
Some people, through both luck and
talent, will have extraordinary career
growth
114
115. Baseball Analogy: Minors to Majors
• Very talented people usually get to move up, but
only true for the very talented
• Some luck in terms of what positions open up
and what the competition is
• Some people move to other teams to get the
opportunity they want
• Great teams keep their best talent
• Some minor league players keep playing even
though they don’t move up because they love the
game
115
116. Netflix Doesn’t Have to Be for Life
• In some times, in some groups, there may not
be enough growth opportunity for everyone
• In which case we should celebrate someone
leaving Netflix for a bigger job that we didn’t
have available to offer them
– If that is what the person prefers
116
117. Three Necessary Conditions
for Promotion
1. Job has to be big enough
– We might have an incredible manager of something, but we
don’t need a director of it because job isn’t big enough
• If the incredible manager left, we would replace with a manager,
not with a director
2. Person has to be a superstar in current role
– Could get the next level job here if applying from outside and we knew
their talents well
– Could get the next level job at peer firm that knew their talents well
3. Person is an extraordinary role model of our
culture and values
117
118. Timing
• If a manager would promote to prevent an
employee from leaving, the manager should
promote now instead of waiting
• Three tests still have to be passed
1. Job big enough
2. Superstar in current role
3. Person is an extraordinary role model of our
culture and values
118
119. Development
• We develop people by giving them the
opportunity to develop themselves, by
surrounding them with stunning colleagues
and giving them big challenges to work on
– Mediocre colleagues or unchallenging work is
what kills progress of a person’s skills
119
120. Career “Planning” Not for Us
• Formalized development is rarely effective,
and we don’t try to do it
– e.g., Mentor assignment, rotation around a firm,
multi-year career paths, etc.
120
121. We Support Self-Improvement
• High performance people are generally self-
improving through experience, observation,
introspection, reading, and discussion
– As long as they have stunning colleagues and big
challenges to work on
– We all try to help each other grow
– We are very honest with each other
121
122. We want people to manage
their own career growth,
and not rely on a corporation
for “planning” their careers
122
123. Your Economic Security is based
on your Skills and Reputation
We try hard to consistently provide
opportunity to grow both by
surrounding you with great talent
123
124. Seven Aspects of our Culture
• Values are what we Value
• High Performance
• Freedom & Responsibility
• Context, not Control
• Highly Aligned, Loosely Coupled
• Pay Top of Market
• Promotions & Development
124
125. We keep improving
our culture as we grow
We try to get better
at seeking excellence
125