No Rules Rules

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Reed Hastings
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具体描述

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.

用户评价

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##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。

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##很美好,部分遥远,不确定是否存在太多的自我美化。

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##7/10 There is no denying it's an insightful and eye-opening read, but the smugness of the book is overwhelming.

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##招最优秀的人,开市场上非常有竞争力的工资, 给员工最大限度的自由和决定权去做创新的事,鼓励员工互相(包括老板)给直接真诚的反馈。对于来自不同文化的员工,又tailor 适合他们文化的给反馈的方式。加上Keeper Test, 真是适合Type A的公司啊

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##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。

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##应召读一下,觉得基本上是真的。有人喜欢有人恨,我觉得还是喜欢的人多一点。最起码,不喜欢的candidate不会面试或者接offer。尽管如此,读到Patty被let go时我哭了。狐死兔悲,蚂蚁的眼泪????

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##"The actual company values, as opposed to the nice - sounding values, are shown by who gets rewarded, promoted, or let go"

评分

##很美好,部分遥远,不确定是否存在太多的自我美化。

评分

##应召读一下,觉得基本上是真的。有人喜欢有人恨,我觉得还是喜欢的人多一点。最起码,不喜欢的candidate不会面试或者接offer。尽管如此,读到Patty被let go时我哭了。狐死兔悲,蚂蚁的眼泪????

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