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  • You have a culture you describe in your book which is very unique and let me go through a couple of things you say that I found stunning as somebody who's helped to run a company myself, (who) has publicly traded.

  • For example you have a system where people can take whatever vacation they want to take.

  • There's no limit.

  • People can take any time off they want, no limit.

  • Where did you get that idea from?

  • Well in the industrial economy like factories we measured people by how many hours they did on the job.

  • Nine to five, eight to six, whatever that is.

  • And we really want people to focus on ideas on generating important work.

  • And so you know we don't measure them during the day.

  • We don't clock our people in.

  • And if we're not gonna tell whether someone is working five to nine or nine to five, which is a two-to-one difference in hours, why are we tracking whether they do 50 weeks or 48 weeks a year, you know, at work.

  • That's in the noise.

  • And so unlimited vacation, you know, is sort of like saying, "dress how you want."

  • You know, and people still don't come to work naked.

  • There are some cultural assumptions about appropriate clothing for work.

  • And we don't need to specify that.

  • And in the same way with vacation, people understand getting work done and they get to live more flexibly.

  • Okay, well, you also say in your book you don't have to please at your company your boss.

  • What you can go ahead and do what you think is best and your boss doesn't agree, that's okay.

  • Is that easy to run a company that way?

  • You know again we're really focused on inspiration over supervision.

  • So the traditional paradigm is that good management is close management.

  • It sets objectives, manages tightly and all of that's appropriate and safety critical environments airlines producing vaccines et cetera.

  • But in a creative business you don't care so much about what goes wrong.

  • You care about (whether) enough of the right things get done.

  • And so we really focus on inspiring ... inspiring our people and having it be very open and collaborative.

  • And from that you get amazing technical innovation and you get amazing content innovation.

You have a culture you describe in your book which is very unique and let me go through a couple of things you say that I found stunning as somebody who's helped to run a company myself, (who) has publicly traded.

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A2 初級 美國腔

為什麼Netflix為工人提供無限假期? (Why Netflix Offers Workers Unlimited Vacation)

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    erikayokoyama   發佈於 2021 年 01 月 14 日
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