Regula fără reguli. Netflix și cultura reinventării

Reed Hastings and Erin Meyer explore how Netflix shaped its work culture. They show how it hires skilled staff with fresh ideas. They explain why it pays those staff well. They look at frank feedback that staff give often. They also show how Netflix cut controls in stages. Those controls had stood in the way of new ideas.

This book on business and management is for leaders. It looks at how they can shape a firm's culture. Business cycles now grow shorter. The book asks how firms can keep finding new ideas.

Each author writes separate parts, taking turns with the other. Hastings shows how he built the methods Netflix uses. Meyer draws on more than 200 interviews within the firm. They ask how to build a culture of fresh thinking. They also show how to keep it strong and improve it. Their scope spans borders.

Hastings founded Netflix in 1997. He became its chairman and chief executive in 1999. He had launched Pure Software in 1991. Its sale came a short time before Netflix began. He earned his degree at Bowdoin College in 1983. In 1988, he earned a master's degree at Stanford. His field was artificial intelligence. Between those courses, he taught with the Peace Corps in southern Africa.

Hastings gives to causes that support education and serves on boards. He served on California's state education board from 2000 to 2004. He also held board roles at Dreambox Learning. His other board roles included KIPP Foundation and the Pahara Institute.

Meyer teaches at INSEAD. She earned her MBA there in 2004. She also wrote The Culture Map: Breaking Through the Invisible Boundaries of Global Business. Harvard Business Review has published her research. So have The New York Times and Forbes.com. In 2019, Thinkers50 named her among its fifty leading business thinkers. She is based in Paris. She also taught with the Peace Corps in southern Africa. She taught there during 1994 and 1995.