This document discusses Netflix's culture of freedom and responsibility. It outlines nine behaviors and skills that Netflix values in employees, including judgment, communication, impact, curiosity, innovation, courage, honesty, passion, and selflessness. It emphasizes hiring and retaining only "high performers" who embody these values. Employees are given freedom but are also responsible for using good judgment and acting in the best interests of the company. The goal is to attract top talent to create the most effective teams possible and ensure long-term success, even as the company continues to grow.
NETFLIX: Cultura de Responsabilidad y LibertadBrenda Treviño
The document discusses Netflix's company culture, which focuses on high performance and values like judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. Netflix aims to attract and retain only top talent, believing the best employees are 10x more productive than average ones. It outlines Netflix's practices of adequate performance resulting in severance, treating employees as a pro sports team where not all deserve to stay, and increasing employee freedom rather than limiting it as the company grows.
This document summarizes Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects include:
- Values are demonstrated by who gets rewarded and promoted, not just nice words.
- Netflix values behaviors like judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness in employees.
- The culture aims to have "stunning colleagues" and functions like a pro sports team by hiring and cutting employees strategically to achieve excellence.
- Freedom and responsibility are emphasized over strict rules and control as the company grows, in order to attract innovative talent and sustain success through market changes.
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
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.
The document discusses Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects of the culture include valuing behaviors like judgment, communication, impact, curiosity, and honesty over job titles. Netflix aims to attract and retain "stunning colleagues" through this culture rather than perks. Underperformers receive severance packages rather than unlimited loyalty. The document argues this culture allows Netflix to avoid bureaucracy that can stifle innovation as companies grow.
The document discusses Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects of the culture include valuing behaviors like judgment, communication, impact, curiosity, and honesty over job titles or tenure. Netflix aims to attract and retain "stunning colleagues" through this culture rather than perks. Underperformers receive severance packages rather than unlimited loyalty. The document argues this culture allows Netflix to avoid bureaucracy that can stifle innovation as companies grow.
This document discusses Netflix's culture of freedom and responsibility. It outlines nine behaviors and skills that Netflix values in employees, including judgment, communication, impact, curiosity, innovation, courage, honesty, passion, and selflessness. It emphasizes hiring and retaining only "high performers" who embody these values. Employees are given freedom but are also responsible for using good judgment and acting in the best interests of the company. The goal is to attract top talent to create the most effective teams possible and ensure long-term success, even as the company continues to grow.
NETFLIX: Cultura de Responsabilidad y LibertadBrenda Treviño
The document discusses Netflix's company culture, which focuses on high performance and values like judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. Netflix aims to attract and retain only top talent, believing the best employees are 10x more productive than average ones. It outlines Netflix's practices of adequate performance resulting in severance, treating employees as a pro sports team where not all deserve to stay, and increasing employee freedom rather than limiting it as the company grows.
This document summarizes Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects include:
- Values are demonstrated by who gets rewarded and promoted, not just nice words.
- Netflix values behaviors like judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness in employees.
- The culture aims to have "stunning colleagues" and functions like a pro sports team by hiring and cutting employees strategically to achieve excellence.
- Freedom and responsibility are emphasized over strict rules and control as the company grows, in order to attract innovative talent and sustain success through market changes.
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
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.
The document discusses Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects of the culture include valuing behaviors like judgment, communication, impact, curiosity, and honesty over job titles. Netflix aims to attract and retain "stunning colleagues" through this culture rather than perks. Underperformers receive severance packages rather than unlimited loyalty. The document argues this culture allows Netflix to avoid bureaucracy that can stifle innovation as companies grow.
The document discusses Netflix's company culture, which focuses on high performance and freedom with responsibility. Some key aspects of the culture include valuing behaviors like judgment, communication, impact, curiosity, and honesty over job titles or tenure. Netflix aims to attract and retain "stunning colleagues" through this culture rather than perks. Underperformers receive severance packages rather than unlimited loyalty. The document argues this culture allows Netflix to avoid bureaucracy that can stifle innovation as companies grow.
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.
.
Redigida por
Ivan Alves Nogueira
This document outlines Netflix's culture of freedom and responsibility. It discusses that Netflix values high performance over loyalty or effort. The document emphasizes that Netflix aims to attract and retain "stunning colleagues" who embody nine key values: judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. It explains Netflix gives employees freedom but expects responsibility in return. Those who do not meet performance standards are let go, to make way for higher performers. The goal is to sustain success over many generations by maintaining a culture of excellence.
This document outlines Netflix's culture of freedom and responsibility. It discusses that Netflix values high performance over hard work and avoids tolerating "brilliant jerks." Managers are expected to identify which employees they would fight to keep if they said they were leaving, and generous severances are given to adequate performers to open positions for stars. The document emphasizes that Netflix seeks to increase employee freedom as the company grows rather than limiting it like most firms, in order to continue attracting innovative talent and have the best chance of long-term success.
The document outlines the sales culture of a North American company. It defines nine core values including respect for people, consistently innovating, inspiring customer loyalty, and passion. It also describes seven principles such as being grounded and decisive, treating everything as pass-fail, and being strategic partners. A key belief is that responsible people thrive on freedom and are worthy of freedom. The culture emphasizes high performance, making data-driven decisions, rewarding risk-taking, and paying top of the market to attract and retain top talent.
In Module One you developed the ZOPA (zone of possible agreementrafbolet0
This document provides an overview of Netflix's culture, which focuses on high performance, freedom and responsibility. It discusses how Netflix aims to minimize rules and complexity as the company grows, instead relying on hiring high-performing employees. This allows Netflix to maintain flexibility and avoid becoming bureaucratic. The document also gives examples of how Netflix provides employees freedom and responsibility in areas like vacation policies, expenses and gift policies.
This document outlines Netflix's culture of freedom and responsibility. Some key aspects include:
- Netflix values high performance over loyalty or hard work. Underperforming employees are let go with severance.
- The company focuses on attracting "stunning colleagues" through top compensation and freedom to have high impact.
- As Netflix grows, it aims to increase employee talent density rather than limiting freedom through excessive rules. This allows creativity and flexibility to thrive.
- Managers provide appropriate context rather than trying to control employees. This enables high-performing staff to make sound decisions.
This document outlines Netflix's culture of freedom and responsibility. Some key aspects include:
- Netflix values high performance over loyalty or hard work. Underperforming employees are let go with severance.
- The company focuses on attracting "stunning colleagues" through top compensation and freedom to have high impact.
- As Netflix grows, it aims to increase employee talent density rather than limiting freedom through excessive rules. This allows creativity and flexibility to thrive.
- Managers provide appropriate context rather than trying to control employees. This enables high-performing staff to make sound decisions.
The document defines the sales culture at NA Sales as valuing high performance from everyone according to 9 core values and 8 principles. It emphasizes attracting and retaining top talent through a commitment to top of market pay. Management aims to create a context of transparency, empowerment and alignment around goals rather than controlling employees. The culture promotes responsibility, innovation and self-discipline from workers through flexibility and freedom balanced with accountability.
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 ...
Grace's mission is productive safety and their vision is to drive innovative solutions to enhance productivity while keeping people and assets safe. Their culture focuses on values like judgment, honest communication, selfless impact, curious innovation, customer obsession, being resource wise, and hiring and developing employees. They provide employees freedom and responsibility within clear context rather than control. Teams are highly aligned through shared goals and strategy but loosely coupled, minimizing unnecessary coordination to allow for flexibility and speed.
The document provides an overview of the culture and values of Cactus, a global business. It describes Cactus as having a client-centric, fast-paced and diverse business that is continually growing. It emphasizes the values of integrity, trust, excellence, innovation, communication and fun. Employees are given freedom but also responsibility, and are expected to have a strong work ethic, focus on quality and meeting deadlines, and be tech-savvy.
This document outlines the core values and principles of Sage Credo, which focuses on sustainability through innovation in used technology. It emphasizes focusing on stakeholders in order of importance: the planet, customers, colleagues, communities, suppliers, and shareholders. It values diversity, creativity, accountability, mastery, execution, transparency, respect, communication, judgment, integrity, and serving the greater good over self-interest. It stresses continuous growth, adaptability, openness, positivity, and ensuring work and life are both enjoyable and fulfilling for employees.
The document discusses organizational issues and concepts. It defines an organization as where people come together to achieve goals and objectives. It also discusses stakeholders like investors who provide loans for business operations. The document defines corporate culture as the beliefs, expectations, and values shared by members of an organization. It provides indicators of an organization's culture like whether it encourages innovation or protects the status quo. It also discusses ethics in organizations and dilemmas around prioritizing ethics versus business needs. Assertiveness is defined as expressing thoughts and feelings in a direct and honest way while finding win-win solutions. Sexual harassment is defined as unwelcome conduct of a sexual nature that negatively impacts the work environment.
This document outlines the culture, values, responsibilities, and mission of Scribewise. It describes a culture that aims to attract talented people by minimizing rules and encouraging risk-taking, collaboration, and learning from mistakes. The values discussed are intelligence, passion, and clientcentricity. Employees are expected to know their clients' businesses well, be responsive, organized, energetic, and care about clients on a personal level. The company is portrayed as being on a "quest" to make a difference for clients through challenging work and success. The mission is to strengthen customer connections and the vision is to be a content-first digital agency that helps clients succeed.
Two companies, the Center for Sales Strategy and LeadG2, are merging. They share a culture focused on quality, integrity, and responsiveness. Employees are empowered to use their instincts rather than rigid rules. The companies exist to help other companies improve sales and marketing performance through training, tools, and tactics. Leaders emphasize building a strong sense of community and family within a fun and collaborative work environment.
This document provides an overview of a company's culture through various quotes and descriptions. The company emphasizes quality, integrity, and responsiveness in its work. It aims to help clients succeed by using employees' instincts rather than rigid rules. The culture is described as warm, collaborative, creative, and family-like, where people feel respected, rewarded and valued.
This document provides an overview of the culture at Clickbooth, an employee-focused company. It describes how Clickbooth only hires top candidates and emphasizes core ideals like passion, decisiveness, honesty, and performance. It outlines traditions at Clickbooth like TGIM (Thank God It's Monday), where employees make breakfast to start the week positively. Field Day is described as an afternoon of friendly competitions between random employee teams to benefit charity. The document also mentions that Clickbooth supports various local charities and prioritizes giving back to the community.
This document outlines the culture and values of Clickbooth, a company that emphasizes innovation, empowerment, and performance. It describes Clickbooth's eight core ideals that guide the company culture: passion & enthusiasm, decisiveness & accountability, freedom & independence, honesty, courage, selflessness, effective communication, and performance. For each ideal, the document explains how employees can embody that value in their work. It emphasizes taking initiative, accountability, efficiency, and going above and beyond to drive the company's success. The overall message is that by hiring talented people who uphold these ideals, Clickbooth has built a thriving culture that supports business partnerships.
The document outlines the culture and values of a company called PlaySav. It emphasizes that culture is central to the company's success. The core values include integrity, service, excellence, commitment, and doing right. The company aims to hire exceptional people, promote work-life balance, and value logic, transparency, communication and honesty. It expects all employees to treat the company as their own.
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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.
.
Redigida por
Ivan Alves Nogueira
This document outlines Netflix's culture of freedom and responsibility. It discusses that Netflix values high performance over loyalty or effort. The document emphasizes that Netflix aims to attract and retain "stunning colleagues" who embody nine key values: judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. It explains Netflix gives employees freedom but expects responsibility in return. Those who do not meet performance standards are let go, to make way for higher performers. The goal is to sustain success over many generations by maintaining a culture of excellence.
This document outlines Netflix's culture of freedom and responsibility. It discusses that Netflix values high performance over hard work and avoids tolerating "brilliant jerks." Managers are expected to identify which employees they would fight to keep if they said they were leaving, and generous severances are given to adequate performers to open positions for stars. The document emphasizes that Netflix seeks to increase employee freedom as the company grows rather than limiting it like most firms, in order to continue attracting innovative talent and have the best chance of long-term success.
The document outlines the sales culture of a North American company. It defines nine core values including respect for people, consistently innovating, inspiring customer loyalty, and passion. It also describes seven principles such as being grounded and decisive, treating everything as pass-fail, and being strategic partners. A key belief is that responsible people thrive on freedom and are worthy of freedom. The culture emphasizes high performance, making data-driven decisions, rewarding risk-taking, and paying top of the market to attract and retain top talent.
In Module One you developed the ZOPA (zone of possible agreementrafbolet0
This document provides an overview of Netflix's culture, which focuses on high performance, freedom and responsibility. It discusses how Netflix aims to minimize rules and complexity as the company grows, instead relying on hiring high-performing employees. This allows Netflix to maintain flexibility and avoid becoming bureaucratic. The document also gives examples of how Netflix provides employees freedom and responsibility in areas like vacation policies, expenses and gift policies.
This document outlines Netflix's culture of freedom and responsibility. Some key aspects include:
- Netflix values high performance over loyalty or hard work. Underperforming employees are let go with severance.
- The company focuses on attracting "stunning colleagues" through top compensation and freedom to have high impact.
- As Netflix grows, it aims to increase employee talent density rather than limiting freedom through excessive rules. This allows creativity and flexibility to thrive.
- Managers provide appropriate context rather than trying to control employees. This enables high-performing staff to make sound decisions.
This document outlines Netflix's culture of freedom and responsibility. Some key aspects include:
- Netflix values high performance over loyalty or hard work. Underperforming employees are let go with severance.
- The company focuses on attracting "stunning colleagues" through top compensation and freedom to have high impact.
- As Netflix grows, it aims to increase employee talent density rather than limiting freedom through excessive rules. This allows creativity and flexibility to thrive.
- Managers provide appropriate context rather than trying to control employees. This enables high-performing staff to make sound decisions.
The document defines the sales culture at NA Sales as valuing high performance from everyone according to 9 core values and 8 principles. It emphasizes attracting and retaining top talent through a commitment to top of market pay. Management aims to create a context of transparency, empowerment and alignment around goals rather than controlling employees. The culture promotes responsibility, innovation and self-discipline from workers through flexibility and freedom balanced with accountability.
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 ...
Grace's mission is productive safety and their vision is to drive innovative solutions to enhance productivity while keeping people and assets safe. Their culture focuses on values like judgment, honest communication, selfless impact, curious innovation, customer obsession, being resource wise, and hiring and developing employees. They provide employees freedom and responsibility within clear context rather than control. Teams are highly aligned through shared goals and strategy but loosely coupled, minimizing unnecessary coordination to allow for flexibility and speed.
The document provides an overview of the culture and values of Cactus, a global business. It describes Cactus as having a client-centric, fast-paced and diverse business that is continually growing. It emphasizes the values of integrity, trust, excellence, innovation, communication and fun. Employees are given freedom but also responsibility, and are expected to have a strong work ethic, focus on quality and meeting deadlines, and be tech-savvy.
This document outlines the core values and principles of Sage Credo, which focuses on sustainability through innovation in used technology. It emphasizes focusing on stakeholders in order of importance: the planet, customers, colleagues, communities, suppliers, and shareholders. It values diversity, creativity, accountability, mastery, execution, transparency, respect, communication, judgment, integrity, and serving the greater good over self-interest. It stresses continuous growth, adaptability, openness, positivity, and ensuring work and life are both enjoyable and fulfilling for employees.
The document discusses organizational issues and concepts. It defines an organization as where people come together to achieve goals and objectives. It also discusses stakeholders like investors who provide loans for business operations. The document defines corporate culture as the beliefs, expectations, and values shared by members of an organization. It provides indicators of an organization's culture like whether it encourages innovation or protects the status quo. It also discusses ethics in organizations and dilemmas around prioritizing ethics versus business needs. Assertiveness is defined as expressing thoughts and feelings in a direct and honest way while finding win-win solutions. Sexual harassment is defined as unwelcome conduct of a sexual nature that negatively impacts the work environment.
This document outlines the culture, values, responsibilities, and mission of Scribewise. It describes a culture that aims to attract talented people by minimizing rules and encouraging risk-taking, collaboration, and learning from mistakes. The values discussed are intelligence, passion, and clientcentricity. Employees are expected to know their clients' businesses well, be responsive, organized, energetic, and care about clients on a personal level. The company is portrayed as being on a "quest" to make a difference for clients through challenging work and success. The mission is to strengthen customer connections and the vision is to be a content-first digital agency that helps clients succeed.
Two companies, the Center for Sales Strategy and LeadG2, are merging. They share a culture focused on quality, integrity, and responsiveness. Employees are empowered to use their instincts rather than rigid rules. The companies exist to help other companies improve sales and marketing performance through training, tools, and tactics. Leaders emphasize building a strong sense of community and family within a fun and collaborative work environment.
This document provides an overview of a company's culture through various quotes and descriptions. The company emphasizes quality, integrity, and responsiveness in its work. It aims to help clients succeed by using employees' instincts rather than rigid rules. The culture is described as warm, collaborative, creative, and family-like, where people feel respected, rewarded and valued.
This document provides an overview of the culture at Clickbooth, an employee-focused company. It describes how Clickbooth only hires top candidates and emphasizes core ideals like passion, decisiveness, honesty, and performance. It outlines traditions at Clickbooth like TGIM (Thank God It's Monday), where employees make breakfast to start the week positively. Field Day is described as an afternoon of friendly competitions between random employee teams to benefit charity. The document also mentions that Clickbooth supports various local charities and prioritizes giving back to the community.
This document outlines the culture and values of Clickbooth, a company that emphasizes innovation, empowerment, and performance. It describes Clickbooth's eight core ideals that guide the company culture: passion & enthusiasm, decisiveness & accountability, freedom & independence, honesty, courage, selflessness, effective communication, and performance. For each ideal, the document explains how employees can embody that value in their work. It emphasizes taking initiative, accountability, efficiency, and going above and beyond to drive the company's success. The overall message is that by hiring talented people who uphold these ideals, Clickbooth has built a thriving culture that supports business partnerships.
The document outlines the culture and values of a company called PlaySav. It emphasizes that culture is central to the company's success. The core values include integrity, service, excellence, commitment, and doing right. The company aims to hire exceptional people, promote work-life balance, and value logic, transparency, communication and honesty. It expects all employees to treat the company as their own.
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How Communicators Can Help Manage Election Disinformation in the WorkplaceMariumAbdulhussein
A study featuring research from leading scholars to breakdown the science behind disinformation and tips for organizations to help their employees combat election disinformation.
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AskXX Pitch Deck Course: A Comprehensive Guide
Introduction
Welcome to the Pitch Deck Course by AskXX, designed to equip you with the essential knowledge and skills required to create a compelling pitch deck that will captivate investors and propel your business to new heights. This course is meticulously structured to cover all aspects of pitch deck creation, from understanding its purpose to designing, presenting, and promoting it effectively.
Course Overview
The course is divided into five main sections:
Introduction to Pitch Decks
Definition and importance of a pitch deck.
Key elements of a successful pitch deck.
Content of a Pitch Deck
Detailed exploration of the key elements, including problem statement, value proposition, market analysis, and financial projections.
Designing a Pitch Deck
Best practices for visual design, including the use of images, charts, and graphs.
Presenting a Pitch Deck
Techniques for engaging the audience, managing time, and handling questions effectively.
Resources
Additional tools and templates for creating and presenting pitch decks.
Introduction to Pitch Decks
What is a Pitch Deck?
A pitch deck is a visual presentation that provides an overview of your business idea or product. It is used to persuade investors, partners, and customers to take action. It is a concise communication tool that helps to clearly and effectively present your business concept.
Why are Pitch Decks Important?
Concise Communication: A pitch deck allows you to communicate your business idea succinctly, making it easier for your audience to understand and remember your message.
Value Proposition: It helps in clearly articulating the unique value of your product or service and how it addresses the problems of your target audience.
Market Opportunity: It showcases the size and growth potential of the market you are targeting and how your business will capture a share of it.
Key Elements of a Successful Pitch Deck
A successful pitch deck should include the following elements:
Problem: Clearly articulate the pain point or challenge that your business solves.
Solution: Showcase your product or service and how it addresses the identified problem.
Market Opportunity: Describe the size, growth potential, and target audience of your market.
Business Model: Explain how your business will generate revenue and achieve profitability.
Team: Introduce key team members and their relevant experience.
Traction: Highlight the progress your business has made, such as customer acquisitions, partnerships, or revenue.
Ask: Clearly state what you are asking for, whether it’s investment, partnership, or advisory support.
Content of a Pitch Deck
Pitch Deck Structure
A pitch deck should have a clear and structured flow to ensure that your audience can follow the presentation.
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Qualcomm invited analysts and media for an AI workshop, held at Qualcomm HQ in San Diego, June 26th. My key takeaways across the different offerings is that Qualcomm us using AI across its whole portfolio. Remarkable to other analyst summits was 50% of time being dedicated to demos / hands on exeriences.
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1. Reference Guide on our
Freedom & Responsibility
Culture
These slides are meant for reading,
rather than presen<ng
1
2. Freedom & Responsibility
Applies to our
Salaried Employees
Our hourly employees are important,
but have more structured job roles
2
3. Culture: what gives NeGlix
the best chance of
con<nuous success
for many genera<ons
of technology and people?
3
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
• Promo<ons & Development
4
6. Enron Had A Nice‐Sounding
Value Statement with 4 Values
• Integrity
• Communica/on
• Respect
• Excellence
Enron headquarters
6
Their 4 values were chiseled in
marble in the main lobby, but
had liXle to do with the real
values of the organiza<on
7. The real company values,
as opposed to the
nice‐sounding values,
are shown by who gets
rewarded, promoted, or let go
7
8. Real company values are the
behaviors and skills
that we par<cularly value
in fellow employees
8
10. You make wise decisions
(people, technical, business, and
crea<ve) despite ambiguity
You iden<fy root causes, and get
beyond trea<ng symptoms
You think strategically, and can
ar<culate 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
Communica<on
You listen well, instead of
reac<ng fast, so you can beXer
understand
You are concise and ar<culate in
speech and wri<ng
You treat people with respect
independent of their status or
disagreement with you
You maintain calm poise in
stressful situa<ons
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‐ac<on, and
avoid analysis‐paralysis
13. 13
Curiosity
You learn rapidly and eagerly
You seek to understand our
strategy, market, subscribers,
and suppliers
You are broadly knowledgeable
about business, technology and
entertainment
You contribute effec<vely
outside of your specialty
14. 14
Innova<on
You re‐conceptualize issues to
discover prac<cal solu<ons to
hard problems
You challenge prevailing
assump<ons when warranted,
and suggest beXer approaches
You create new ideas that prove
useful
You keep us nimble by
minimizing complexity and
finding <me to simplify
15. 15
Courage
You say what you think even if it
is controversial
You make tough decisions
without excessive agonizing
You take smart risks
You ques<on ac<ons
inconsistent with our values
16. 16
Passion
You inspire others with your
thirst for excellence
You care intensely about NeGlix'
success
You celebrate wins
You are tenacious
17. 17
Honesty
You are known for candor and
directness
You are non‐poli<cal 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 NeGlix,
rather than best for yourself or
your group
You are ego‐less when searching
for the best ideas
You make <me to help
colleagues
You share informa<on openly
and proac<vely
19. Judgment
You make wise decisions (people, technical,
business, and crea<ve) despite ambiguity
You iden<fy root causes, and get beyond trea<ng
symptoms
You think strategically, and can ar<culate what
you are, and are not, trying to do
You smartly separate what must be done well
now, and what can be improved later
Innova/on
You re‐conceptualize issues to discover prac<cal
solu<ons to hard problems
You challenge prevailing assump<ons when
warranted, and suggest beXer approaches
You create new ideas that prove useful
You keep us nimble by minimizing complexity and
finding <me to simplify
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‐ac<on, and avoid analysis‐
paralysis
Curiosity
You learn rapidly and eagerly
You seek to understand our strategy,
market, subscribers, and suppliers
You are broadly knowledgeable about business,
technology and entertainment
You contribute effec<vely outside of your
specialty
Communica/on
You listen well, instead of reac<ng fast, so you
can beXer understand
You are concise and ar<culate in speech and
wri<ng
You treat people with respect independent of
their status or disagreement with you
You maintain calm poise in stressful situa<ons
Courage
You say what you think even if it is controversial
You make tough decisions without excessive
agonizing
You take smart risks
You ques<on ac<ons inconsistent with our values
Honesty
You are known for candor and directness
You are non‐poli<cal when you disagree with
others
You only say things about fellow employees you
will say to their face
You are quick to admit mistakes
Selflessness
You seek what is best for NeGlix, rather than best
for yourself or your group
You are ego‐less when searching for the best
ideas
You make <me to help colleagues
You share informa<on openly and proac<vely
Passion
You inspire others with your thirst for excellence
You care intensely about NeGlix' success
You celebrate wins
You are tenacious
We Want to Work with People Who Embody These Nine Values 19
20. “You ques<on ac<ons
inconsistent with our values”
Part of the Courage value
Akin to the honor code pledge:
“I will not lie, nor cheat, nor steal, nor tolerate those who do”
All of us are responsible for value consistency
20
21. Values reinforced in hiring,
in 360 reviews, at comp review, in
exits, and in promo<ons
21
22. 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
• Promo<ons & Development
22
23. Imagine if every person at NeGlix
is someone you
respect and learn from…
23
24. Great Workplace is
Stunning Colleagues
Great workplace is not day‐care, espresso, health
benefits, sushi lunches, nice offices,
or big compensa<on,
and we only do those that are efficient at
aXrac<ng stunning colleagues
24
26. But, unlike many companies,
we prac<ce “adequate performance
gets a generous severance package.”
26
27. We’re a team, not a family
We’re like a pro sports team,
not a kid’s recrea<onal team
Coaches’ job at every level of NeGlix
to hire, develop and cut smartly,
so we have stars in every posi<on
27
28. The Keeper Test Managers Use:
“Which of my people,
if they told me
they were leaving in two months
for a similar job at a peer company,
would I fight hard to keep at NeGlix?
28
29. The Keeper Test Managers Use:
“Which of my people,
if they told me
they were leaving in two months
for a similar job at a peer company,
would I fight hard to keep at NeGlix?
29
The other people should get a generous severance now,
so we can open a slot to try to find a star for that role
30. Honesty Always
To avoid surprises, you should periodically
ask your manager: “If I told you I were
leaving, how hard would you work to change
my mind to stay at NeGlix?”
30
32. 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 NeGlix hits a temporary
bad patch, we want people to s<ck with us
• But unlimited loyalty to a shrinking firm, or to an
ineffec<ve employee, is not what we are about
32
33. Hard Work – Not Directly Relevant
• It’s about effec<veness – not effort – even
though effec<veness is harder to assess than
effort
• We don’t measure people by how many
evenings or weekends they are in their cube
• We do try to measure people by how much,
how quickly and how well they get work done
– especially under deadline
33
34. Brilliant Jerks
• Some companies tolerate them
• For us, the cost to teamwork is too high
• Diverse styles are fine – as long as person
embodies the 9 values
34
35. Why are we so manic on
high performance?
In procedural work, the best are 2x
beXer than the average.
In crea<ve work, the best are 10x
beXer than the average, so huge premium on
crea<ng effec<ve teams of the best
35
36. Why are we so manic on
high performance?
Great Workplace is
Stunning Colleagues
36
37. 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
• Promo<ons & Development
37
38. The Rare Responsible Person
• Self mo<va<ng
• Self aware
• Self disciplined
• Self improving
• Acts like a leader
• Doesn’t wait to be told what to do
• Never feels “that’s not my job”
• Picks up the trash lying on the floor
• Behaves like an owner
38
40. Our model is to increase
employee freedom as we grow,
rather than limit it, to con<nue to
aXract and nourish
innova<ve people,
so we have beXer chance of
long‐term con<nued success
40
45. Growth Shrinks Talent Density
in Most Firms
% High Performance Employees
Complexity
45
46. Chaos Emerges
% High Performance Employees
Chaos and errors spikes here – business
has become too complex to run
informally with this talent level Complexity
46
47. Process Emerges to Stop the Chaos
Procedures
No one loves process, but
feels good compared to the
pain of chaos
47
49. 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 op<mized processes for its exis<ng market
49
50. Then the Market Shirs…
• Market shirs due to new technology or new
compe<tors or new business models
• Company is unable to adapt quickly, because
the employees are extremely good at
following the exis<ng processes, and process
adherence is the value system
• Company generally grinds painfully into
irrelevance, due to inability to respond to the
market shir
50
51. Seems Like Three Bad Op<ons
1. Stay crea<ve by staying small
2. Try to avoid rules as you grow, suffer chaos
3. Use process as you grow to drive efficient
execu<on of current model, but cripple
crea<vity, innova<on, flexibility, and ability to
thrive when market inevitably shirs
51
52. A Fourth Op<on
• Avoid Chaos as you grow with Ever More High
Performance People – not with Rules
• Then you can con<nue to run informally with
self‐discipline and avoid chaos
• The run informally part is what enables and
aXracts crea<vity
52
53. The Key: Increase Talent Density faster
than Complexity Grows
Business Complexity
53
54. Increase Talent Density
• Top of market compensa<on
• AXract hi‐value people through
freedom to make impact
• Be demanding about high
performance culture
54
55. Minimize Complexity Growth
Business Complexity
• Few big products vs many small ones
• Eliminate distrac<ng complexity (barnacles)
• Value simplicity
55
56. With the Right People,
Instead of a
Culture of Process Adherence,
Culture of
Freedom and Responsibility,
Innova<on and Self‐Discipline
56
58. Freedom is not absolute.
Like “free speech”
there are some
limited excep<ons to
“freedom at work”
58
59. Two Types of Necessary Rules
1. Prevent irrevocable disaster
– E.g. Financials produced are wrong
– E.g. Hackers steal our customers’ credit card info
2. Moral, ethical, legal issues
– E.g. Dishonesty, harassment are intolerable
59
60. Mostly, Though, Rapid Recovery is
the Right Model
• Just fix problems quickly
– High performers make very few errors
• We’re in a crea<ve‐inven<ve market, not a
safety‐cri<cal market like medicine or nuclear
power
• You may have heard preven<ng error is
cheaper than fixing it
– Yes, in manufacturing or medicine, but…
– Not so in crea/ve environments
60
61. “Good” vs “Bad” Processes
• “Good” processes help talented people get more done
– Web site push every two weeks rather than random
– Spend within budget each quarter so don’t have to
coordinate every spending decision across departments
– Regularly scheduled strategy and context mee<ngs
• “Bad” processes try to prevent recoverable mistakes
– Get pre‐approvals for $5k spending
– 3 people to sign off on banner ad crea<ve
– Permission needed to hang a poster on a wall
– Mul<‐level approval process for projects
– Get 10 people to interview each candidate
61
62. Rule Creep
• “Bad” processes tend to creep in
– Preven<ng errors just sounds so good
• We try to get rid of rules when we can, to
reinforce the point
62
63. Example: NeGlix Vaca<on Policy
and Tracking
Un<l 2004 we had the standard
model of N days per year
63
64. Meanwhile…
We’re all working online some nights
and weekends, responding to emails at
odd hours, and taking an arernoon now
and then for personal <me.
64
65. An employee pointed out…
We don’t track hours worked per day
or per week, so why are we tracking
days of vaca<on per year?
65
66. We realized…
We should focus on what people get done,
not how many hours or days worked. Just
as we don’t have an 9‐5 day policy, we don’t
need a vaca<on policy.
66
68. NeGlix Vaca<on Policy
and Tracking
“there is no policy or tracking”
“There is also no clothing policy at NeGlix, but no one has
come to work naked lately.” – PaXy McCord, 2004
Lesson: you don’t need detailed policies for everything.
68
70. Most companies have complex
policies around what you can
expense, how you travel, what girs
you can accept, etc.
Plus they have whole departments
to verify compliance
with these policies.
70
72. “Act in NeGlix’s Best Interests”
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 girs.
4. Take from NeGlix only when it is inefficient to
not take, and inconsequen<al.
– “taking” means, for example, prin<ng personal
documents at work or making personal calls on work
phone: inconsequen<al and inefficient to avoid
72
73. Freedom and Responsibility
• Many people say one can’t do it at scale
• But since going public in 2002, which is
tradi<onally the beginning of the end for
freedom, we’ve increased talent density and
employee freedom substan<ally.
73
74. 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
74
75. 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
• Promo<ons & Development
75
76. "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 LiXle Prince
76
*transla<on uses ‘people’ instead of ‘men’ to modernize
77. The best managers figure out how to
get great outcomes by sewng the
appropriate context, rather than by
trying to control their people
77
78. Context, not Control
Context
• Strategy
• Metrics
• Assump<ons
• Objec<ves
• Clearly‐defined roles
• Knowledge of the stakes
• Transparency around
decision‐making
Control
• Top‐down decision‐making
• Management approval
• CommiXees
• Planning and process valued
more than results
Provide the insight and understanding to enable sound decisions
78
79. Excep<ons
• Control can be important in emergency
– No <me to take long‐term capacity‐building view
• Control can be important when someone is
s<ll learning their area
– Takes <me to pick up the necessary context
• Control can be important when you have the
wrong person in a role
– Temporarily, no doubt
79
80. Managers: When one of your
talented people
does something dumb,
don’t blame them.
Instead,
ask yourself what context
you failed to set.
80
81. Managers: When you are tempted
to “control” your people, ask
yourself what context you could set
instead
Are you ar<culate and inspiring
enough about goals and strategies?
81
82. Good Context
• Link to company/func<onal goals
• Rela<ve priority (how important/how <me sensi<ve)
– Cri<cal (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…
– PreXy good / can correct errors (website), or…
– Rough (experimental)
• Key stakeholders
• Key metrics / defini<on of success
82
83. Why Managing Through Context?
High performance people will do
beXer work if they understand the
context
83
84. Inves<ng in Context
This is why we do new employee
college, and why we are so open
internally about strategies and results
84
85. 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
• Promo<ons & Development
85
86. Three Models of Corporate Teamwork
1. Tightly‐Coupled Monolith
2. Independent Silos
3. Highly Aligned, Loosely Coupled
86
87. Tightly‐Coupled Monolith
• Senior management reviews and approves
nearly all tac<cs
• Lots of x‐departmental buy‐in mee<ngs
• Keeping other groups in agreement has equal
precedence with pleasing customers
• Mavericks get exhausted trying to innovate
• Highly coordinated through centraliza<on, but
very slow, and slowness increases with size
87
88. Independent Silos
• Each group executes on their objec<ves with
liXle coordina<on
• Work that requires coordina<on suffers
• Aliena<on and suspicion between
departments
• Only works well when areas are independent
– e.g. GE: aircrar engines and Universal Studios
88
90. Highly Aligned, Loosely Coupled
• Highly Aligned
– Strategy and goals are clear, specific, broadly understood
– Team interac<ons are on strategy and goals rather than tac<cs
– Requires large investment in management <me to be
transparent and ar<culate and percep<ve and open
• Loosely Coupled
– Minimal cross‐func<onal mee<ngs except to get aligned on
goals and strategy
– Trust between groups on tac<cs without previewing/approving
each one – groups can move fast
– Leaders reaching out proac<vely for ad‐hoc coordina<on and
perspec<ve as appropriate
– Occasional post‐mortems on tac<cs necessary to increase
alignment
90
92. 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
• Promo<ons & Development
92
93. 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
93
94. 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 person?
– If they had a bigger offer elsewhere
94
Confiden<al
95. 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
95
96. Titles Not Very Helpful
• Lots of people have the <tle “Major League
Pitcher” but they are not all equally effec<ve
• Similarly, all people with the <tle “Senior
Marke<ng Manager” or “Director of
Engineering” are not equally effec<ve
• So the art of compensa<on is answering the
Three Tests for each employee
96
97. Annual Comp Review
• Hiring is market‐based at many firms, but at
NeGlix we also make the annual comp review
market‐based
– Applies same lens as hiring
• Essen<ally, rehiring each employee each year,
for purposes of comp
– At annual comp review, manager has to answer
the Three Tests for the personal market for each
of their employees
97
Confiden<al
98. No Fixed Budgets
• There are no centrally administered “raise
pools” each year
• Instead, each manager aligns their people to
market each year – the market will be
different in different areas
98
99. Annual Comp Review
• 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 move down or stay flat
because their value in the marketplace has
moved down or stayed flat
– Depends in part on infla<on and economy
– S<ll top of market, though, for that person
99
100. Compensa<on Not Dependent
on NeGlix Success
• Whether NeGlix is prospering or floundering,
we pay at the top of the market
– i.e., sports teams with losing records s<ll pay
talent the market rate
• Employees can choose how much they want
to link their economic des<ny to NeGlix
success or failure by deciding how much
NeGlix stock or stock op<ons they want to
own
100
101. Bad Ideas
• Manager sets pay at Nth percen<le of <tle‐
linked compensa<on 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
101
102. When Top of Market Comp
Done Right...
• Nearly all ex‐employees will take a step down
in comp for their next job
• 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 gewng paid well
rela<ve to their other op<ons in the market
102
103. Versus Tradi<onal Model
• Tradi<onal model is good prior year earns a
raise, independent of market
– Problem is employees can get materially under‐ or
over‐paid rela<ve to the market, over <me
– 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 beXer model
103
104. Employee Success
• It’s preXy ingrained in our society that the size of
one’s raise is the indicator of how well one did
the prior year – but at NeGlix there are other
factors too – namely, the outside market
• In our model, employee success is big factor in
comp because it influences market value
– In par<cular, how much we would pay to keep the
person
– But employee success is not the only factor in comp,
so the linkage of prior year performance to raise size is
weak
104
105. Good For Each Employee to
Understand Their Market Value
• It a healthy idea, not a traitorous idea, 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
– Minor excep<on: interviewing with groups that
directly compete with NeGlix, because their
mo<ve is in part confiden<al informa<on
105
106. Efficiency
• Big salary is the most efficient form of comp
– Most mo<va<ng for any given expense level
– No bonuses – just include in salary – so much simpler
– No free stock op<ons – just big salary
– Great health plan op<ons, but high employee co‐pay
– No philanthropic match
– Instead, put all that expense into big salaries
– Give people big salaries, and the freedom to spend as
they think best
106
107. Op<onal Op<ons
• Employees can request to trade salary for stock
op<ons, if they wish
• The op<ons are fully vested, granted monthly,
and cost employees in pre‐tax salary
approximately half of what such an op<on would
cost in the open market
• Op<ons ul<mately valuable only if NeGlix stock
climbs over the next 10 years
• Inves<ng in NeGlix stock or stock op<ons lets one
par<cipate in NeGlix success or failure at
whatever level is comfortable for employee
107
108. 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
• Promo<ons & Development
108
109. In some <me periods, in some
groups, there will be lots of
opportunity and growth at NeGlix
Some people, through both luck and
talent, will have extraordinary career
growth
109
110. 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 posi<ons open up
and what the compe<<on 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
110
111. NeGlix Doesn’t Have to be for Life
• In some <mes, in some groups, there may not
be enough growth opportunity for everyone
• In which case we should celebrate someone
leaving for a bigger job that we didn’t have
available to offer them
• If that is what the person prefers
111
112. Two Necessary Condi<ons
for Promo<on
• 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 ler, we would replace with
manager, not with director
• 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
112
113. Timing
• If manager would promote employee to keep
them if employee were thinking of leaving,
manager should promote now, and not wait
• Both tests s<ll have to be passed
– Job big enough
– Superstar in current role
113
114. 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
114
115. Development
• Formalized development is rarely effec<ve,
and we don’t try to do it
– E.g. Courses, mentor assignment, rota<on around
a firm, mul<‐year career paths, etc.
• High performance people are generally self‐
improving through experience, observa<on,
introspec<on, reading and discussion
– As long as they have stunning colleagues and big
challenges
115
116. Individuals should manage their own
career paths, and not rely on a
corpora<on for planning their careers
Like re<rement planning – safer as
individual responsibility
116
117. Individual’s economic security is
based upon their
skills and reputa<on
We try hard to consistently provide
opportunity to grow both
117
118. 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
• Promo<ons & Development
118
119. Why is culture important?
What is our culture trying to
support?
119
120. Culture is How a Firm Operates
What prac<ces give NeGlix the best
chance of con<nuous success for many
genera<ons of technology and people?
120
122. Need a culture that supports
rapid innova/on and
excellent execu/on
122
123. Need a culture that supports
rapid innova/on and
excellent execu/on
123
Both are required for
con/nuous growth
There is tension between these two
goals; between crea/vity and discipline
124. Need a culture that supports
effec/ve teamwork of
high‐performance
people
124
125. Need a culture that supports
effec/ve teamwork of
high‐performance
people
125
High performance people and effec/ve teamwork
can be in tension also – stars have strong opinions
126. Need a culture that avoids the
rigidity, poli<cs, mediocrity, and
complacency that infects most
organiza<ons as they grow
126
127. This slide deck is our current best
thinking about maximizing our
likelihood of con<nuous success
127
128. Our culture is a work in progress
Every year we try to refine our
culture further as we learn more
128