Gdy regułą jest brak reguł. Netflix i filozofia przemiany
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- Type：Epub+TxT+PDF+Mobi
- Create Date：2022-01-21 09:50:58
- Update Date：2025-09-07
- Status：finish
- Author：Reed Hastings
- ISBN：8324084738
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Summary
Czas na zmiany。
Bądź całkowicie szczery。
Pamiętaj， że firma to zespół， a nie rodzina。
I nigdy， przenigdy nie staraj się zadowolić swojego szefa。
Oto niektóre z podstawowych reguł， jakie obowiązują pracowników Netflixa。 Działanie tego przedsiębiorstwa to kulturowy eksperyment， który zakończył się spektakularnym sukcesem: firma zajmująca się korespondencyjnym wypożyczaniem płyt DVD stała się streamingową potęgą。 Ma obecnie 182 miliony subskrybentów i kapitalizację rynkową na poziomie Disneya。
Reed Hastings – prezes i CEO Netflixa – po raz pierwszy dzieli się sekretami， które zrewolucjonizowały branżę rozrywkową i technologiczną。 Wspólnie z Erin Meyer， profesor INSEAD Business School， ujawnia swoją filozofię przywództwa odrzucającą przekonania， zgodnie z którymi działa większość firm。
Od nielimitowanych urlopów do rezygnacji z zatwierdzania wydatków pracowników – Netflix to zupełnie inny sposób prowadzenia organizacji， który najlepiej pasuje do zmieniającego się świata。
Gdy regułą jest brak reguł to inspiracja do zmiany dla wszystkich， którzy poszukują źródeł produktywności， kreatywności i innowacji。
Bądź całkowicie szczery。
Pamiętaj， że firma to zespół， a nie rodzina。
I nigdy， przenigdy nie staraj się zadowolić swojego szefa。
Oto niektóre z podstawowych reguł， jakie obowiązują pracowników Netflixa。 Działanie tego przedsiębiorstwa to kulturowy eksperyment， który zakończył się spektakularnym sukcesem: firma zajmująca się korespondencyjnym wypożyczaniem płyt DVD stała się streamingową potęgą。 Ma obecnie 182 miliony subskrybentów i kapitalizację rynkową na poziomie Disneya。
Reed Hastings – prezes i CEO Netflixa – po raz pierwszy dzieli się sekretami， które zrewolucjonizowały branżę rozrywkową i technologiczną。 Wspólnie z Erin Meyer， profesor INSEAD Business School， ujawnia swoją filozofię przywództwa odrzucającą przekonania， zgodnie z którymi działa większość firm。
Od nielimitowanych urlopów do rezygnacji z zatwierdzania wydatków pracowników – Netflix to zupełnie inny sposób prowadzenia organizacji， który najlepiej pasuje do zmieniającego się świata。
Gdy regułą jest brak reguł to inspiracja do zmiany dla wszystkich， którzy poszukują źródeł produktywności， kreatywności i innowacji。
Reviews
Howard
，
This is a fascinating book on management。 The idea of no vacation rules， no expense rules。。。 It reminds me of Ray Dalio's "Principles" book， but with no hooks。。。 Just totally neat。 I like that he pays top-dollar for talent， as opposed to most companies trying to pay as little as possible。 I know of many people who jump companies to increase their salaries。 For Netflix to encourage employees to talk to recruiters to get their value， and the give them a raise， if the offer is higher。 This sounds s This is a fascinating book on management。 The idea of no vacation rules， no expense rules。。。 It reminds me of Ray Dalio's "Principles" book， but with no hooks。。。 Just totally neat。 I like that he pays top-dollar for talent， as opposed to most companies trying to pay as little as possible。 I know of many people who jump companies to increase their salaries。 For Netflix to encourage employees to talk to recruiters to get their value， and the give them a raise， if the offer is higher。 This sounds scary， but it's really efficient， if the employee is good！ Their feedback process is so much better than I've heard of elsewhere also。 Definitely a great read for anyone interested in management！ 。。。more
Emile Silvis
，
Very commonsensical advice from Netflix that boils down to three core ideas:1。 Hire the best people and let the underperformers go （very American）。2。 Say what you think （candour）。3。 Remove controls， trust your people。
Mate Veres
，
I started reading it in the hope that I would learn more about netflix's history with stories and concrete events。 Instead it ended up being just a boring HR book on how to exploit your employees to the maximum。 The book blends perfectly into today's culture of fetishizing work。It makes perfect sense now that McKinsey&Co shortlisted it for 2020。 I started reading it in the hope that I would learn more about netflix's history with stories and concrete events。 Instead it ended up being just a boring HR book on how to exploit your employees to the maximum。 The book blends perfectly into today's culture of fetishizing work。It makes perfect sense now that McKinsey&Co shortlisted it for 2020。 。。。more
Ernesto Speranza
，
El libro plantea propuestas interesantes， sin bien no aplicables a todos los entornos creo que algunos metodos o formas de plantear algunas situaciones pueden ser beneficiosas en ciertos ambientes donde el pensamiento creativo es importante y se esta trabajando con equipos de alto impacto。Al mismo tiempo ordena en método varias cosas que probablemente pasen en muchos ambientes de trabajo de forma orgánica。
Beñat Urrutikoetxea Arrieta
，
Kaixo！ In this link you can read an essay about this book: https://docs。google。com/document/d/19。。。 I hope it will be useful。 AURRERA！ Kaixo！ In this link you can read an essay about this book: https://docs。google。com/document/d/19。。。 I hope it will be useful。 AURRERA！ 。。。more
Metisfasion
，
Áo Khoác K03360。000 ₫✪ Thông tin sản phẩm Áo khoác Bomber Varsity :– Tên sản phẩm: Áo khoác Bomber Varsity UKIUKI –Chất liệu vải: vải nỉ chân cua 95% cotton， 5% sp– Màu sắc: Hồng Cam， Đen– Đặc điểm thiết kế: Áo khoác Bomber Varsity， tay rộng， form lớnxem thêm tại website:https://metisfasion。com/ao-khoac-k03/ Áo Khoác K03360。000 ₫✪ Thông tin sản phẩm Áo khoác Bomber Varsity :– Tên sản phẩm: Áo khoác Bomber Varsity UKIUKI –Chất liệu vải: vải nỉ chân cua 95% cotton， 5% sp– Màu sắc: Hồng Cam， Đen– Đặc điểm thiết kế: Áo khoác Bomber Varsity， tay rộng， form lớnxem thêm tại website:https://metisfasion。com/ao-khoac-k03/ 。。。more
Denis
，
Reed has all the rights in the world to be very proud of himself and the unique company he has built。 Almost no matter which part of his story he tells， it is interesting to read and can be useful to reflect on。But from the book， you expect less narcissism and a less patronizing tone。 Maybe， if you're the company hardcore fan or a very young entrepreneur-to-be， it will fit you well。 But I personally didn't enjoy this style。 The co-author， Erin Mayer， in my view， didn't do a good job。 She intervi Reed has all the rights in the world to be very proud of himself and the unique company he has built。 Almost no matter which part of his story he tells， it is interesting to read and can be useful to reflect on。But from the book， you expect less narcissism and a less patronizing tone。 Maybe， if you're the company hardcore fan or a very young entrepreneur-to-be， it will fit you well。 But I personally didn't enjoy this style。 The co-author， Erin Mayer， in my view， didn't do a good job。 She interviewed many people to corroborate Reed's narrative but didn't add much of her own opinion。 She picked， but immediately dropped unaddressed a few controversial points（while leaving many others untouched）。 The research support she referenced a couple of times was very weirdly connected to the point she was trying to make， or maybe she just failed to explain the context of the research better。With that said， I still do not regret I read it and plan to take some parts of it to discuss with the team。 Netflix culture is so pervasive and popular， that I used even some jargon from it myself without knowing where it came from （e。g。 pro team vs family）。 And reading Reed on the subject has its unique value anyway。 。。。more
Mukisa Jackson
，
Its good
Hampus Jakobsson
，
TL;DR: 1。 Naturally， if you have amazing people you get more amazing things done。 2。 You can hire more amazing people by offering high compensation and autonomy - and let go of people quickly that don't fit this （by asking how hard you work to get them to stay: if low - let go）。 3。 You get autonomy by removing almost all formal rules and checkpoints， and instead building a culture of responsibility and feedback4。 You implement feedback with a huge amount of alignment - from ALL directions: "Radi TL;DR: 1。 Naturally， if you have amazing people you get more amazing things done。 2。 You can hire more amazing people by offering high compensation and autonomy - and let go of people quickly that don't fit this （by asking how hard you work to get them to stay: if low - let go）。 3。 You get autonomy by removing almost all formal rules and checkpoints， and instead building a culture of responsibility and feedback4。 You implement feedback with a huge amount of alignment - from ALL directions: "Radical Candor" with structured and unprompted feedback from everyone in every direction。 5。 You build a culture and style of feedback to optimize for being helpful and not nasty: Seek to be helpful， actionable - and the person receiving it is grateful for the feedback。 What I find missing: - How much time is needed by leadership to implement & run this is under-discussed- What part of the Netflix culture works at each scale of a company？ （At large size， the radical candor will become a self-correcting system， at small scale it probably won't work。） -------------- * THOUGHTS * --------------No Rules Rules is a riveting idea set to type: what if you removed rules and allowed chaos and serendipity to be part of your company culture。 It is a great idea and based upon massive amount of feedback and alignment and the book gives great examples and personal accounts on where it is hard and where it works。 The biggest omissions in the book， in my view: --------------1。 How much time is required by leadership from top to bottom to implement a "Freedom and Responsibility culture？" The book can at times shine more at the opportunity than at what is hard （did I mention it is American）， and how much time needed is an under-discussed topic。 I think it is a significant risk that readers （of smaller companies） start removing rules and practice a culture of "freedom and responsibility" because it sounds nice and like less work， which will lead to pandemonium。 In the book， they mention all the QBRs， the amount of time Reed Hastings （the CEO of Netflix） spends on alignment and culture creation （for example *25% of his time* to meet and understand the context of all levels）。 But， I still wish there was a chapter to discuss and emphasize that letting go of control _sounds_ easier， but is a lot of work to actually plan and implement。 Also， 10% of the staff at Netflix are leaders， which means the sum of time invested is significant。 It clearly pays off but I think the authors should have spent a lot more time on this subject。 There should have been a chapter on "What is hard" and "How much time is needed" and "Where you will find struggle" for me to give the book a higher rating。 --------------2。 Will this work at a "smaller scale"It is as if Netflix is a school of fish with amazing fish swimming towards a vision。 Every single fish helps coordinate the mass and directs the school towards the goal at the greatest speed。 Fish that don't fit leave so the pack is always elite。 In the beginning， Netflix got more done because it "got rid of the not-best fish，" and "increased talent density。" Then they removed a lot of admin time and checks， so people could spend more of their amazing time focusing on work。 It seems reasonable that they got more done :） But， as the school grew， didn't it work thanks to the fact that every single fish "error corrects" all other fish around themselves？ What I am getting to is that the book quickly skips to the "final step" of a big company with a "self-correcting system。" These systems need to be large to make sure that every individual is checked/in check。 If you think of it like a neural network or a crowd deciding， it is clear that the rules （or lack of rules） that work for a big group， might not work as the group gets smaller。 So， at what scale does what part of the Netflix culture work？ On a small scale， maybe the only part that works is "Hire amazing people， allow them to own their time （including when and how much they work） as long as they perform， and minimize administration" （seems like most startups implement this）。 At a mid-scale， that culture will break apart as it is hard to keep that style as the company grows as all tasks won't be as easy to measure。 So then the company probably needs a "peer-review structure" to get the "school of fish" to perform。 I don't think the authors should have spent too much time on this， but opened up the question and further research could be spent on it elsewhere。 。。。more
Jordana Simon
，
Me gustó tanto como no me había gustado el de Paty McCord。 Creo que habla de muchas cosas que se pueden usar sin necesariamente ir hasta el extremo Netflix。
Ashok Balasubramanian
，
Lots and lots of useful stuff for being a effective leader and how to give and receive effective feedback。 How can a company whose primary focus is innovation would benefit from adopting the No policies， Candor and above all having a high talent density。
Sam Schuette
，
Interesting discussion on what a culture of freedom and responsibility looks like in a creative workplace。 Don’t agree with all points but find many applicable and challenging。 Appreciate the honest answers to tough questions。
Amit
，
Initially felt like a 'commissioned' book to bolster the corporate brand， but as I read further， found many insights more relevant for managers and leaders。 How F&R （freedom and responsibility） play a role in making a most inventive and flexible org。 Netflix do not have multiple constructs which other corporates take as given。 Key shift is leading with context than control， how to foster extreme candor and transparency。 There is a beautiful passage - "If you want to build the ship， don't drum up Initially felt like a 'commissioned' book to bolster the corporate brand， but as I read further， found many insights more relevant for managers and leaders。 How F&R （freedom and responsibility） play a role in making a most inventive and flexible org。 Netflix do not have multiple constructs which other corporates take as given。 Key shift is leading with context than control， how to foster extreme candor and transparency。 There is a beautiful passage - "If you want to build the ship， don't drum up people to gather wood， divide work or give orders， instead teach them to yearn for the vast and endless sea"。As a perk you would get to know backstory to a few of Netflix watchlist items or poke you to watch。 。。。more
Evan
，
Easy and fun to read at the beginning， but tiresome and repetitive towards the end。 It would have been a more compelling read if there was actual meaningful exploration of the cons of Netflix's management principles。 Easy and fun to read at the beginning， but tiresome and repetitive towards the end。 It would have been a more compelling read if there was actual meaningful exploration of the cons of Netflix's management principles。 。。。more
Ricardo Vargas
，
Excellent set of insights about how disruptive culture can help you to fight commonsense。 In the book， Netflix culture is presented and discussed and it is surprisingly different from what we traditionally expect。Perfect for getting insights。
Camille
，
This was required reading for work， but I honestly really enjoyed reading non-fiction for a change！ It made me think a lot of what can and cannot work in a workplace， and it gave me a lot of insights into the vast world of progress and innovation in terms of company culture。 I hope to read more non-fiction this year！
Paopow
，
such a great book to create a great culture for your own business & life。
Stella Ding
，
One of the best booked I have read around management and company culture。 What makes it valuable is that it includes both the industrial （CEO of Netflix） and academic （the researcher） perspectives similar to “Lean In”。 The real world examples how to balance giving freedom （flexible vacation policy and disperse decision making） and risk avoidance （by setting foundations before loosening control and ruthlessly firing people）。 It makes clear the pros and cons of this approach which helps a manager One of the best booked I have read around management and company culture。 What makes it valuable is that it includes both the industrial （CEO of Netflix） and academic （the researcher） perspectives similar to “Lean In”。 The real world examples how to balance giving freedom （flexible vacation policy and disperse decision making） and risk avoidance （by setting foundations before loosening control and ruthlessly firing people）。 It makes clear the pros and cons of this approach which helps a manager and an CEO to understand where they are in the spectrum between desire for excellence therefore ruthless and can settle for less excellent with the goal of creating a work place that has sense of belonging。 。。。more
Илья Иноземцев
，
Да， наверное， обязательная книга для руководителя в 2020-е годы， учитывая успех компании， если не отдавать себе отчет в том， что все кейсы и правила необязательно могут выполняться в реальной жизни。 Собственно， Хастингс неслучайно посвящает последнюю главу культурному контексту — не везде правила Netflix в корпоративной культуре пригодятся
Shradha Pruthi
，
It wasn't highly relevant for me， definitely not as much it might be for people trying to figure out what the culture at their company should look like。 Nevertheless， it was a very interesting read。 It is written by two authors and the text keeps alternating between their writing， and that style was something I really enjoyed while reading。 It wasn't highly relevant for me， definitely not as much it might be for people trying to figure out what the culture at their company should look like。 Nevertheless， it was a very interesting read。 It is written by two authors and the text keeps alternating between their writing， and that style was something I really enjoyed while reading。 。。。more
Leo Gaviria
，
Cultura diruptiva Es un libro que nos invita a romper paradigmas， en donde se muestra como se debe pasar del discurso a la acción， aunque los cambios generen dolor。 La densidad de talento es muy importante， pues en los equipos sólo hay cabida para los mejores。 "Las empresas son equipos， no familias" Cultura diruptiva Es un libro que nos invita a romper paradigmas， en donde se muestra como se debe pasar del discurso a la acción， aunque los cambios generen dolor。 La densidad de talento es muy importante， pues en los equipos sólo hay cabida para los mejores。 "Las empresas son equipos， no familias" 。。。more
Richa Patel
，
Well presented deep-dive into the open startup culture - quite insightful！
Sunny Pandey
，
The ideas and concepts appeals to one when presented but after a while they start to lose their meaning。 Major theme involves around two concepts and those two concepts are stretched to form a book which not so subtley blows its own horn。
Vladimir Podolskiy
，
Quite interesting insights into building the culture of freedom and responsibility。 At times， the book felt a bit like a bravado。 The book would have gained a lot from more analysis， quantitative data （maybe， the numbers are not to be disclosed though）， and critical assessment of the cultural principles of Netflix laid down in the book。 To be fair， there is a bit of comparison along the creative/safety-first axis， but， in my view， this is not sufficient。Other than that， the book is useful for di Quite interesting insights into building the culture of freedom and responsibility。 At times， the book felt a bit like a bravado。 The book would have gained a lot from more analysis， quantitative data （maybe， the numbers are not to be disclosed though）， and critical assessment of the cultural principles of Netflix laid down in the book。 To be fair， there is a bit of comparison along the creative/safety-first axis， but， in my view， this is not sufficient。Other than that， the book is useful for discovering what is important in creative work。 Personally， I've finally understood why I felt queasy with my productivity plummeting having faced deadlines and rigid rules。 Apparently， any process is an enemy of creativity in a way。If you liked this book， you might as well enjoy a brilliant book by Erin Meyer - The Culture Map。 It's an eye-opener for understanding the intercultural communication。 Highly recommended！ 。。。more
Daniel Carlander
，
A well thought out and tested culture。 Takes you through it block by block， addressing each concern you would have。 The last chapter about cultures in the world is a great ending。A bit of rambling at times， but great examples along the way。
Danielle
，
For both audio format and content， this wins。 I like the dialog/ multi-voice reading in the audiobook and multiple perspectives represented， regardless of format。 The content and premise of taking the shackles of so many constraining rules off of very high performers， paying them extremely well， giving them authority， and encouraging radical candor are very attractive for this gal， who sits in a corporate job。 I hope more companies adopt more of these policies than just the 'unlimited vacation d For both audio format and content， this wins。 I like the dialog/ multi-voice reading in the audiobook and multiple perspectives represented， regardless of format。 The content and premise of taking the shackles of so many constraining rules off of very high performers， paying them extremely well， giving them authority， and encouraging radical candor are very attractive for this gal， who sits in a corporate job。 I hope more companies adopt more of these policies than just the 'unlimited vacation days' idea。 And soon！ 。。。more
Natasha Celtner
，
Different to what I had expected。 Really enjoyed Erin Meyer's take on all of Reed Hasting's ideas of an innovative， forward-thinking company。 Different to what I had expected。 Really enjoyed Erin Meyer's take on all of Reed Hasting's ideas of an innovative， forward-thinking company。 。。。more
Iza Hille
，
Great book with step by step description how to change organizations to be more agile， transparent and creative。 Even if the step by step sounds easy peasy， they are not so easy to implement。
Mauro Escalante
，
Lectura totalmente recomendada El relato del proceso que llevó a la actual cultura empresarial deNetflix es sumamente interesante。 Quizá muy pocas empresas o directivos purdan aplicarlos a sus entornos， pero lo peor sería no intentarlo
Esteban Gaviria
，